Lane Shackleton: recommendation

Transcript context

…Yeah. I was going to ask. The ritual is essentially you can take any set of problems or solutions or themes or whatever you want to get people's input on, and you put those into a table and then people can basically vote with their dollars and usually you allocate $100. And so people will go through and say, "Oh, I want to allocate $10 to this and $20 to this and $50 to this because I think it's really important." And I have found that especially in planning processes, little rituals like this are great at getting the elephant in the room out. So it's like, "Oh wow, we have a huge spread on this one particular problem. You think it's a huge problem. I don't think it's a problem at all. Let's talk about it. " Going back to the thesis of turning ambiguity into clarity, a lot of this is like we're trying to get the ambiguous stuff out there so that we can make it more clear. And so I use that as an example because you can be a brand new PM, run a brainstorm, run a planning session like that, and you're probably going to get great feedback. People are probably going to go, "This is cool. I've never done this before." Now to go to the other side of the spectrum, we help a lot of companies that want to remake a whole process. They want to remake a review system like Catalyst or they want to remake their decision rituals. And so in that sense, we're usually talking to a head of product or director of product or VP of product and someone who tends to have a lot more agency over the way that the team works. Coda is interesting in that it feels like you have pretty stable processes for planning and reviews. I find most companies just every six months rethink a lot of these things. I guess that's probably a sign that you found something that's really good and works and you don't have to redo it. How much are you radically changing the way you operate versus working in similar ways? How do you think about that percentage wise?…

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