Lenny Rachitsky

What do you do to allow for all these great ideas to emerge?

There's someone, I forget who this was, but they described this approach as the fast thinking and slow thinking part of the organization, kind of like Kahneman's system one, system two approach.

It's interesting, the fast-moving, let's say.

What do you kind of call this innovation team?

Or do you have a label for this, like, let's come up with the new ideas part of the org?

So in terms of how you operationalize this, is that the key to the innovation you've seen as this specific small design team who can work?

Talk about just how you actually operationalize this sort of way of working.

I just had Keith Raboy on the podcast.

I don't know if you know this about his, he has many contrarian takes.

One is if you're building a consumer product, do not talk to customers.

Not only is it not useful, his advice is it's harmful because it can infiltrate your subconscious and it just doesn't lead to great things.

What's your perspective on that?

So you're pro talking to users because I feel like you've been really good at just like, here's what it'll be and here's how it should be.

And even though people may not understand this is what it should be, I trust me, it'll work really well.

What's that balance of just like, here's what I'll pay attention to.

Here's what I won't.

That is such a great story.

I love hearing these stories of features that everyone's using now and how they came to be.

Was there like a moment of just like this is the way this is the story concept that you remember?

Or was it kind of this very gradual evolution?