Yet people feel less connected and aligned than ever. What can Slack build to help?
1️⃣ With remote work, there’s a premium on written and async communication.
As some people return to the office, teams will go “hybrid remote”. It’ll be imbalanced. And even more challenging.
Teams will need tools that enable inclusivity, flexibility, and connection.
That’s why we’re building new tools to add texture and richness to communicating in Slack.
Imagine sharing async video, audio, and screen-captures – all seamlessly integrated into messaging and channels.
With new tools we’re building at Slack, you’ll soon be able to:
• Run a team brainstorm, starting at 9am in London and ending at 5pm in LA
• Collect feedback on a presentation dry-run
• Pump up a global sales team for the end-of-quarter push
No extra meetings required.
2️⃣ Talking Fortune 500 execs the past year, one proposition always makes their eyes light up:
“What if we could help you replace some of your existing meetings? What if we built an async alternative that's more flexible, efficient, and inclusive?”
Everyone urgently wants this.
With new tools we’re, you’ll soon be able to run “meetings” in Slack like:
• Running a daily project standup
• Showcasing team demos every Friday
• Sharing bi-weekly metrics updates
3️⃣ It’s been an exhausting year working fully remote. It’s helped us appreciate the jobs the physical office did uniquely well.
Top of that list: those hallway run-ins, post-meeting debriefs, and impromptu cafe chats.
How can Slack help facilitate more ad hoc discussions?
It starts with Channels. They’re a place for every project, team, and office.
They should be a place for serendipitous connection.
That’s why we’re building a way to instantly hop into audio discussions in channels. They easily snowball as teammates “walk by” in Slack.
With new tools we’re building at Slack, you’ll soon be able to:
• Quickly jam on the latest designs for an upcoming launch
• Triage live production issues from customers
• Create more informal space for co-working with teammates
No (video) meetings required.
The future of work is a hybrid remote world.
One where nearly everyone shares the same sentiment:
“The tools I use for (distributed) work better look dramatically different in a year!”
After a decade+ working in NYC tech across Google, Foursquare, and Slack, some thoughts on the impact of Amazon+Google committing to space for hiring ~35k people — around 4.5x their footprint today.
Punchline: perhaps counterintuitively, this will be great for local startups.
1/ To grow in NYC at this scale, AMZN/GOOG will have to hire, train, and develop huge numbers of recent graduates. They'll provide some of the best, pragmatic “graduate schools” for a much more diverse group than exists in tech today.
2/ To bootstrap their NYC teams, AMZN/GOOG will want to transfer hundreds — if not thousands — of seasoned employees who bring experience leading at massive scale to the city.
- When to Blitzscale
- Slowness risks
- Distribution matters
- Virality + network effects
- Walking and chewing gum
- Needing a new strategy
- Learning machines
1/ When to Blitzscale a market: massive size, growing fast, and extreme competition
2/ The risks of moving slow vs. deciding incorrectly
1/ It’s nearly impossible to define what makes a PM great. They have diverse backgrounds, murky responsibilities, and wildly varied expectations across companies. That said, here’s an inherently incomplete list of 10 areas great PMs excel at:
2/ Great PMs live in the future and work backwards. They immerse themselves in research, feedback, data, discussions, and the market. They craft thoughtful, inspiring narratives for where the product should go — and the best path to get there.
3/ Great PMs amplify their teams. They listen well. They infuse urgency. They foster collective creativity. They build consensus by default, but can drive hard decisions when they have to. They take blame and pass on praise.
1/ Why is it so hard to incubate entirely new capabilities within mature products? It’s a feature-level Innovator’s Dilemma at play. A few strategy lessons distilled from product histories at Instagram, Twitter, and Foursquare:
2/ Scaled Product Challenge #1: How can we make high upside, riskier bets while keeping stable a core product with hundreds of millions of users?
3/ Scaled Product Challenge #2: How do we optimize for learning with incremental experiments without frustrating all our users?
1/ “Chief Question Officer” is the unofficial role of many great product, design, and eng leaders. The best questions foster rigor, encourage focus, and teach instincts. Some favorites when reviewing product proposals / plans / specs:
2/ “What is our fastest path to learning?” The biggest determinant to long-term product velocity is the pace of learning.
3/ Learning is broader than just A/B experiments. How quickly are you developing new insights about customer needs and pain points?
1/ Product Management isn’t a major one can study, few folks graduate into, and most people learn by apprenticeship. There are number of dangerous myths about what the PM role is. Here is a thread with five…
2/ “PMs are mini CEOs”: This is admittedly a catchy tagline. CEOs have direct management responsibilities, decision making authority, business-level objective ownership, and often founder-level credibility for the original vision.
3/ In reality, PMs have none of these. It’s a pernicious trap, because the PMs who act as if they are mini CEO for a feature are the most likely candidates for a team organ rejection. Teammates want product leaders, not dictators.