Brian Chesky

Yes.

Yes.

I don't think so. Let me put it this way. It's not like I suddenly am running the company different than a year ago. It's just that now it has a label, and I think it just makes sense to everyone. Let me give a little bit of background on that talk.

I don't think so. Let me put it this way. It's not like I suddenly am running the company different than a year ago. It's just that now it has a label, and I think it just makes sense to everyone. Let me give a little bit of background on that talk.

I don't think so. Let me put it this way. It's not like I suddenly am running the company different than a year ago. It's just that now it has a label, and I think it just makes sense to everyone. Let me give a little bit of background on that talk.

Yeah, yeah. And the Figma conference was kind of like maybe a quarter of what I said. So let me just go. I'll do like the short version because I know we have limited time. But let me just give a little background. As you know, over the last four years, like from 2009 to 2019, I ran Airbnb the way most tech companies run their companies. I didn't know how to run it.

Yeah, yeah. And the Figma conference was kind of like maybe a quarter of what I said. So let me just go. I'll do like the short version because I know we have limited time. But let me just give a little background. As you know, over the last four years, like from 2009 to 2019, I ran Airbnb the way most tech companies run their companies. I didn't know how to run it.

Yeah, yeah. And the Figma conference was kind of like maybe a quarter of what I said. So let me just go. I'll do like the short version because I know we have limited time. But let me just give a little background. As you know, over the last four years, like from 2009 to 2019, I ran Airbnb the way most tech companies run their companies. I didn't know how to run it.

And so I hired people from Google and Amazon and Microsoft and different companies. And they brought their processes with them. And we kind of reverted towards the way everyone runs their company. So, you know, we basically, I remember at like a thousand employees, we were kind of a matrix organization, like almost all matrix organizations. It was hard to get work done.

And so I hired people from Google and Amazon and Microsoft and different companies. And they brought their processes with them. And we kind of reverted towards the way everyone runs their company. So, you know, we basically, I remember at like a thousand employees, we were kind of a matrix organization, like almost all matrix organizations. It was hard to get work done.

And so I hired people from Google and Amazon and Microsoft and different companies. And they brought their processes with them. And we kind of reverted towards the way everyone runs their company. So, you know, we basically, I remember at like a thousand employees, we were kind of a matrix organization, like almost all matrix organizations. It was hard to get work done.

Basically, like I'll give you an example. There was like a creative marketing department that would have to create graphics for different teams. And then we kept hiring teams that I kept hiring sub teams that kept asking more and more for the graphics, right? The graphics team, it was called the creative group.

Basically, like I'll give you an example. There was like a creative marketing department that would have to create graphics for different teams. And then we kept hiring teams that I kept hiring sub teams that kept asking more and more for the graphics, right? The graphics team, it was called the creative group.

Basically, like I'll give you an example. There was like a creative marketing department that would have to create graphics for different teams. And then we kept hiring teams that I kept hiring sub teams that kept asking more and more for the graphics, right? The graphics team, it was called the creative group.

And at some point, the creative group was like a deli and they had these like lines out the window and they just kind of threw their hands up. If you needed anything done, like let's say you're a team and you needed a button designed or like a graphic for a button designed, it would be like a three month waiting list because they were inundated.

And at some point, the creative group was like a deli and they had these like lines out the window and they just kind of threw their hands up. If you needed anything done, like let's say you're a team and you needed a button designed or like a graphic for a button designed, it would be like a three month waiting list because they were inundated.

And at some point, the creative group was like a deli and they had these like lines out the window and they just kind of threw their hands up. If you needed anything done, like let's say you're a team and you needed a button designed or like a graphic for a button designed, it would be like a three month waiting list because they were inundated.

So then the team said, well, give us our own resources. Give me a dedicated creative person. And this could also be true for technology, for finance, for a legal team, like any function. And this is when you start to divisionalize the company. Quite literally, you're subdividing it. And this is where the general management structure comes from. It makes a lot of sense why this happens.

So then the team said, well, give us our own resources. Give me a dedicated creative person. And this could also be true for technology, for finance, for a legal team, like any function. And this is when you start to divisionalize the company. Quite literally, you're subdividing it. And this is where the general management structure comes from. It makes a lot of sense why this happens.

So then the team said, well, give us our own resources. Give me a dedicated creative person. And this could also be true for technology, for finance, for a legal team, like any function. And this is when you start to divisionalize the company. Quite literally, you're subdividing it. And this is where the general management structure comes from. It makes a lot of sense why this happens.