Hari Srinivasan: belief

Transcript context

…Are there any other really common frameworks or processes along these lines at LinkedIn that you find really helpful? The third thing is just in how we think about talent, especially in the product organization. I often really do try to suss out during interviews or in how we promote people, just their ability to see systems. Because again, I do think it's a different skillset and a different capability of how we map those things out on a complexity curve. Oftentimes, I think those talent systems will ... those who are able to see the whole, make decisions at the whole, that's rare actually. I think most talent systems are, "Hey, how did your division grow or your product grow, your era grow?" We've tried our best to understand that it's not just about that. You want accountability in the ecosystem of course, but how well does this person work across? I think as we've created telemetry around that or organizational understanding of that, how we've understood ourselves, just, "Hey, this is the skillset that's really important here," I think that's quite rare in driving that kind of complexity system as well. One more question along these lines.…

Stored transcript either side of the excerpt. The highlighted words are the published quote; the surrounding text is unedited source, never generated.