Evan Spiegel
speaker
1,123 appearances
4 recordings
4 series
first heard Apr 2026
last heard 9 Jul
Evan Spiegel’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 4 in all, peaking in Jul 2026 with 1.
Appearances
And that means that all of a sudden, they become a lot more risk-averse.
They're not really as willing to try new things.
They're very focused on achieving the goals that have sort of been set for them in this operational hierarchy.
And that makes it very, very challenging to innovate.
Now, on the flip side, structures that are really healthy and constructive for innovation typically are very, very flat.
That's the same for our design team, for example, where there's no one that has a fancier title or a role.
There's a lot of flexibility in terms of the ability to try new things and fail quickly and put up crazy ideas.
And what he basically finds is that the companies that are very successful actually have both types of organizations inside their company.
And that the leaders of the organization are the ones who are responsible for creating a healthy functioning relationship between the two types of organizations.
Because what ends up happening in a lot of companies is that, you know, the small innovative team becomes critical of the large organization.
Oh, they're so bureaucratic and slow.
They don't innovate, you know, things like that.
And then the larger organization is like, oh, what are these jokers doing?
Just innovating.
They're not really driving the business.
They're not supporting our customers.
And so a lot of tension actually arises from the different organizational structures.
And so the leadership responsibility, and I think Safi does a really good job looking throughout history, what leaders have cultivated really constructive and powerful relationships between the more innovative or flat parts of the organization and the more structured and
and hierarchical parts of the organization you know how you create that mutual respect how you create that dialogue between those parts the organization is so important and so you know when i read that i was like wow that actually sounds quite similar to what we have at snap you know we have to run a large public company serve almost a billion customers that means
You know, our service needs to be really reliable.
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