Lenny Rachitsky

And there's multiplayer features, which is very cool, which I think is part of the idea, right, is you're connecting with people versus sitting in like a VR environment on your own.

Like, I worry about being connected all the time.

So I imagine that's like a new thing we have to figure out.

How do we not just get hooked on just watching things on the side instead of looking at someone we're with?

Do you have any thoughts there?

Just like, is there a solution to that other than just like social norms?

I want to go back to this idea of how to innovate.

I feel like Snap has always been punching above its weight in terms of just how much new stuff comes out of your team, how many inventions happen, considering the size of the company and the history.

What do you find needs to be true for innovation to happen?

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.