Diane Penn: belief

Transcript context

…I've heard of it. Things like Claude Code, things like skills, and most recently Claude Design, MCP. The thing that we really try to emphasize within the teams is, especially right now, there are so many things that could be built. What does it mean then to have a discontinuous bet? And I think one approach that we're taking this year is you can be very strongly held opinion about the theme or the area, and then more weakly held about the exact prototype. And so there's a culture of experimentation. There's a lot of the bottoms up engineers on the team are very self-enabled, self-driven to test out different ideas. And sometimes, we have a thesis, and it might not work yet, and so we then might revisit it in one to two model generations. And so this idea of these prototypes that actually end up just helping us learn, that's also valuable even if it doesn't lead to something immediately shipping. And so I think that allows the incubation and the charter of Labs to really accelerate and see around corners more broadly for Anthropic. It's so funny to think about Labs within an Anthropic, which was already so innovative and creative and just shipping like crazy, that there's value to still creating a Labs team within Anthropic. What enables Labs to work as well as it has? Because you listed all these products and it's like, what else has Anthropic shipped? It feels like all the biggest wins almost. I'm sure there are many that I'm not thinking about right now. What's core to creating a successful Labs org within a larger company?…

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