Dhanji R. Prasanna: belief

Transcript context

…For companies that are struggling with this potentially or trying to figure out how to do this, two things I'm hearing here is start to see yourself as a technology company. It doesn't necessarily apply to every company, but seems like an important element is like we're building technology, we're not a financial company, we're not a real estate company, we're not a technology company. And then two is organize the team such that say engineers report up to an engineering leader versus a GM who maybe doesn't understand engineering as well or doesn't take it as seriously as they should. Yeah, I think that's pretty much what we did. And not to lean too heavily on this, but this is what jobs did when he came back to Apple as well. He reorganized Apple to be functional, and it wasn't like we were following a playbook. We discovered this as we were investigating what it's going to take to make these teams more tech-focused and to bring our DNA back to our roots, which really was putting engineering and design first, which is what technology first means to me. So yeah, I would say to companies, find your DNA and really try to optimize for what that is in a very simple and clear way. Okay, so you made a bunch of changes, you had this manifesto, everyone's on board, you made a bunch of changes. Functional technology first, comparing the way that your say engineering team works today versus two or three years ago, what is most different?…

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