Chandra Janakiraman: belief

Transcript context

…Yeah, I have a million questions, but I'm going to keep myself contained. Just to quickly summarize. Basically you kick off, we're going to start developing strategy for this product, and you were going to touch on this, but it may help just to talk about this right now. I know you have big S Strategy, small S strategy. This process, what's an example of the level of product scale that this process is for? Because I know you have another approach for a larger scale of a product, basically for a company. What's the best way to think about small S strategy, which is what we're going through? Yeah, I think it's a good question, Lenny. I would say that the process works well at sort of a growth stage company or in a vertical within sort of a larger company. I think it scales pretty well. The main difference between this small S and big S is the time horizon aspect and the aspirational component, which we'll get to. Okay, so this is a process you can use for entire company strategy of not a large company, not a massively, and then also just a product within a company?…

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