Nan Yu: evaluation

Transcript context

…Interesting. So, you're basically buying into a way of working when you're adopting a piece of software, not just have this problem I need solved. Yeah, exactly, and I think the most salient example of this is if you've ever seen like a company adopt an ERP product, it's the most painful thing you can imagine. It's doing deep surgery. They have to redo all of their internal processes and the way they manage inventory and all this kind of stuff, but they're willing to do it because they know that this is a battle-tested way of making sure that you're actually doing good management of resources. So, they're like, "We're growing up now. It's time for us to adopt these best practices. In order to do that, we have to adopt this tool, and we will conform to whatever the tool is best is to do." This connects to a couple things I know about Linear, one is what you've shared of just avoiding these customizations requests from people. Do you have a very opinionated way of here's how you should operate in order to build a great functioning product, org, and company in general? I'm just connecting threads here. One is like we're going to avoid letting people customize too much because we know they'll have a bad time, and then two is just this idea of we are opinionated about the way you should work in Linear, and it's like you have a Linear method, I think it's called, of just like here's how product team should operate based on everything we've seen be successful.…

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