Gustav Söderström

It's interesting how many different ways you could take the product with this new technology. I would be really curious to know the apparatus inside of Spotify, the leadership team, the product team, and literally how you run the process of deciding what to do with your big team, obviously, but no matter what, you have limited effort, limited units of energy you can apply.

It's interesting how many different ways you could take the product with this new technology. I would be really curious to know the apparatus inside of Spotify, the leadership team, the product team, and literally how you run the process of deciding what to do with your big team, obviously, but no matter what, you have limited effort, limited units of energy you can apply.

So there's a huge space of stuff you could do with this technology and the exciting advantage that you have of the 700 million users. What is the literal meeting by meetings process, the setup process look like? And the reason I'm asking this question is so many companies face this same challenge.

So there's a huge space of stuff you could do with this technology and the exciting advantage that you have of the 700 million users. What is the literal meeting by meetings process, the setup process look like? And the reason I'm asking this question is so many companies face this same challenge.

It's exciting, but also scary that they need to get the innovation before somebody else does and disrupts them. So what is the background process for how you arrive at the things you might try?

It's exciting, but also scary that they need to get the innovation before somebody else does and disrupts them. So what is the background process for how you arrive at the things you might try?

There are really two things. We have a very structured process that I want to talk through how it works. But there are also some concepts that we use. And over the years, I've introduced some strategic frameworks to the company, which I know you're passionate about, like Seven Powers from Hamilton Helmer. Bundling framework, Shishir Marothra has wrote.

There are really two things. We have a very structured process that I want to talk through how it works. But there are also some concepts that we use. And over the years, I've introduced some strategic frameworks to the company, which I know you're passionate about, like Seven Powers from Hamilton Helmer. Bundling framework, Shishir Marothra has wrote.

He's on the board, right?

He's on the board, right?

He's on the board. Secret weapon. Exactly. Very good secret weapon. And also I found Better, Simpler Strategy by Felix Oberhausen to be very good. What's that one? I don't know. It's a concept of the value stick where you have willingness to pay. It's very important for us. The way we measure value is your willingness to pay. But what it introduces is also the willingness to sell.

He's on the board. Secret weapon. Exactly. Very good secret weapon. And also I found Better, Simpler Strategy by Felix Oberhausen to be very good. What's that one? I don't know. It's a concept of the value stick where you have willingness to pay. It's very important for us. The way we measure value is your willingness to pay. But what it introduces is also the willingness to sell.

If you think about your staff, what is their willingness to sell their services to you? And everyone focuses on increasing the willingness to pay, but you can also increase or, depending on how you think about it, decrease the willingness to sell. And it turns out the best companies in the world are not necessarily the ones who actually pay the most.

If you think about your staff, what is their willingness to sell their services to you? And everyone focuses on increasing the willingness to pay, but you can also increase or, depending on how you think about it, decrease the willingness to sell. And it turns out the best companies in the world are not necessarily the ones who actually pay the most.

It's the ones with the most interesting mission, the best culture, etc. So because we're a bundled service where we try to just give users more and more value, all the time. We put in lots of music, that's value. Then we put in more podcasts, that's value. Now we put in books, it's more value. This framework of willingness to pay and willingness to sell fits our business really well.

It's the ones with the most interesting mission, the best culture, etc. So because we're a bundled service where we try to just give users more and more value, all the time. We put in lots of music, that's value. Then we put in more podcasts, that's value. Now we put in books, it's more value. This framework of willingness to pay and willingness to sell fits our business really well.

And the job of us is to keep the willingness to pay quite far from the actual price. That gap is how much consumer surplus you're giving. And our goal as a service is to make sure that this Spotify is just an amazing deal. You're always going to feel the willingness to pay. The actual value you perceive is way over the price that we have. So we use that framework quite a lot.

And the job of us is to keep the willingness to pay quite far from the actual price. That gap is how much consumer surplus you're giving. And our goal as a service is to make sure that this Spotify is just an amazing deal. You're always going to feel the willingness to pay. The actual value you perceive is way over the price that we have. So we use that framework quite a lot.

So introducing these frameworks, not just in the business org, but also in the product and technology org, makes people think in more structured ways. It makes people have a vocabulary. We can talk about network effects, amortization, brand power, all of these things. So I spend a lot of time getting the teams to use these frameworks so that we have structured strategic thinking.

So introducing these frameworks, not just in the business org, but also in the product and technology org, makes people think in more structured ways. It makes people have a vocabulary. We can talk about network effects, amortization, brand power, all of these things. So I spend a lot of time getting the teams to use these frameworks so that we have structured strategic thinking.