Jackson Shuttleworth: belief

Transcript context

…Cool. This is a really important point, this is the same way Airbnb worked, when I worked there for a long time, is it's, here's a goal that we want your team to be responsible for, you can work on any product you need to hit this goal, as you said, often various products are most connected to what you're doing, but what you're describing is, even though a team's kind of... I imagine you own it from a [inaudible 01:07:29] perspective, and you're like are the shepherd of this part of the feature because it hits your goal, helps your goal most. But any other team can come in and be like, hey Jackson, we need to work on some streak stuff to help with learning, you're like, go for it. Just a tangent there. Do they work really closely with your team if they want to do some work in the code? How does that work logistically? Yeah. If you are, again, this is where I say there's soft ownership, we're not against teams doing things to the streak, but if we're going to do something given we probably have multiple quarters worth of a roadmap around the streak... I say probably, we do. Multiple quarters of roadmap for what we can do to the streak, if other teams want to come and mess with it, okay, we got to just figure out how is that going to work with what our plans for the streak were, how do we make sure a lot of times when teams are coming in thinking, hey, let's do this to the streak, they're in context that we might have, and so there's as much of a much simpler version of what we're doing now, a bit of a knowledge sharing, of saying, all right, well, this is what we think about the streak, this is what we've seen work, hasn't worked, how does that influence some of the hypothesis that you have. And so, I think getting that really... Making sure the juice is worth the squeeze. Good old-fashioned product management work right there.…

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