Lenny Rachitsky: belief

Transcript context

…Unless we hit some fundamental limit and the current regime of AI, which I'm not an expert about how far transformers could scale, but I feel like we found the thing that could scale pretty far, but maybe there are limitations in data or other things like that that we could be surprised by. But if there isn't, then we are on a massive trajectory of removing these gaps quickly. Yeah, very true. We have no idea. We keep thinking it's just going to keep going, but maybe it'll stop at some point. I could keep going and going, but I think we should also let people go play with these things and process all the things we've been talking about. Is there anything else that you think might be helpful for folks to think about or learn or study? I'll give advice to founders or leaders at companies. The way we work is going to change rapidly, and it's important to be resilient to that change. One thing that I think is really difficult now is having roadmaps, especially if you're doing anything in AI, but really anything that AI could affect, you want to be able to react to it really quickly. And so when the Anthropic drop the computer use set of capability, we slaughtered our roadmap because we don't really have an explicit roadmap. We immediately jumped on it and started building things and we launched some things around it. We're going to be doing more with it, but there's going to be capabilities that are going to drop. And you want to really, in some cases, if it really affects your business, you want to be able to jump on it really, really quickly. So being agile, not being stuck with roadmaps, being able to just say, oh, we're just going to switch priorities right away, is going to be super important. Not being, like I said, with silos at Replit, there's so many people that are on the scale of designer to engineer, designer, product manager. Actually, I mentioned Amman earlier. He started as a designer at Replit, and now as a product manager. We have people who start as designers, become engineers, and we have people in the middle and we're comfortable with that design engineers that fit at different parts of the scale. And the design engineers go to the design correct meetings and some designers go to the engineering meetings. You got to be fluid because again, when designers can code and engineers can design, I mean it really becomes, you can't have a lot of structure around that. So you want to build a culture and you want to build an environment or milieu that is really, really flexible, which is uncomfortable for a lot of people.…

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