Varun Parmar: belief

Transcript context

…Architecturally, there are two sort of things that we have done that allow us to not pigeonhole ourselves into that specific way of working. I completely agree with you, you could lead to that. The first one is actually when we think about the product org, we call our org, it's called AMPED, A-M-P-E-D. This is actually going back to our earlier point, Lenny, we had around what's unique about the product culture, what's unique about Miro, and we talked about teams coming together, removing barriers or silos cross-functionally. AMPED stands for analytics, marketing, product, engineering and design. And everything that we do in the product org, when we say the product org, we actually don't meet product managers. We actually don't mean product managers, designers and engineers. What we mean by product org in Miro is this AMPED function. By having this cross-functional representation where product marketing team is deeply, deeply embedded inside of each of these streams, what we do is that we have different perspectives that come in where they say, "Oh, wait a second, did you think about the end user experience?" If you think about the end user experience, you know have someone on the team that says, "Wait a second, did you actually think about the enterprise requirements or what's needed in the largest corporation?" I think the unique setup of bringing these cross-functional folks allows us to sort of course correct. The second thing is the ways of working that we have. We have these product reviews that happen. We generally classify anything that we are doing in terms of its complexity around a small, medium or high complexity, and anything that's being worked on is actually being shared with the entire organization. If it's something that's small to medium, it's actually shared with the entire product org. In fact, if you are non-product, you can actually subscribe to that Slack channel as well. Everybody sees what the product org is working on, everybody sees what the core hypothesis is, "What is the solution for that, what is the proposed design for it, how are we thinking about the capabilities?" Then anything that's big actually goes through a formal process like a product review where there's a meeting and a bunch of us are in there and it's up to us, including the product leaders, to basically make sure that we are connecting the dots in terms of having a much more holistic perspective. I would say lastly, as Miro has sort of scaled the spectrum of companies all the way from a team that might have two or three people and might be taking out their credit card and using Miro for their own team all the way to a large corporation that might have 50,000, 80,000 employees, all of them are using Miro. We've come to realize that at some point the deep enterprise requirements need to be encapsulated in a set of requirements or best practices and we need to make sure that those get democratized across all of the feature teams. at some point the deep enterprise requirements need to be encapsulated in a set of requirements or best practices and we need to make sure that those get democratized across all of the feature teams. When I'm thinking about building a new feature, I have a checklist in front of me where I can say, "Here are the 10 things that I need to think of that I need to incorporate early on in my thinking in the architecture, in the definition of the process, so that it doesn't come downstream. " I would say that's an area where we're still working on and more recently we put more focus and energy and there's a product manager who's now leading that particular charter. I love all these details. This AMPED structure, I love that. There's analytics, you said product marketing, analyst marketing and then product engineering design. It's rare that you see marketing as a part of teams, as a leadership, kind of part of the leadership group. Do you have a sense of what impact adding that had on the team or where that came from? Or is that just historically been something Miro has prioritized, marketing and product marketing?…

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