Melissa Perri: evaluation

Transcript context

…I love that. It's so simple and not so formulaic that it feels like any company could do it, and it's not this rigid, one way to do it process. Yeah. And I don't think there should be for certain things. I think every company, with a lot of these processes and tools and frameworks that we get into, you've got to massage it all and make it your own. And you're going to find certain things are going to work for one company that don't work for the other company, based on their culture and what they do. But I think the more that we can write and talk about things, the easier it is for all these different companies to find their way of working. And then you codify that, and you deploy that throughout your organization. On the vision piece specifically, it reminds me, when I was managing PMs, one of the most common areas of development for them was get better vision. Because it always is like, mm, here's an opportunity to get better, vision. And it's always hard to explain exactly what that means and how it looks when they're doing better at vision, other than just coming up with an incredible idea that we execute on. So maybe very tactically, what's a form factor you suggest for folks to even lay out a vision? It sounds like you really encourage writing. Is that how you like to think about it? Or do you find storyboards are often great, or sketches, or anything else?…

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