Maria Angelidou

So I think that you can get stuff done with either initiative or process. And both of those extremes are bad. If you have a company where it's all about initiative and there's no central process whatsoever, you're going to have a lot of chaos and you're going to have a lot of things that are conflicting efforts. That's also going to slow you down and it's going to be hard.

So I think that you can get stuff done with either initiative or process. And both of those extremes are bad. If you have a company where it's all about initiative and there's no central process whatsoever, you're going to have a lot of chaos and you're going to have a lot of things that are conflicting efforts. That's also going to slow you down and it's going to be hard.

So I think that you can get stuff done with either initiative or process. And both of those extremes are bad. If you have a company where it's all about initiative and there's no central process whatsoever, you're going to have a lot of chaos and you're going to have a lot of things that are conflicting efforts. That's also going to slow you down and it's going to be hard.

Also, if you have, on the other side, if it's all about process and you train your team to wait for process to do anything, you're going to feel like it's a bureaucratic government over time and nobody talented is going to want to work in an environment like that. Both extremes are bad. I think if you, like I told you, I think companies do better when there is

Also, if you have, on the other side, if it's all about process and you train your team to wait for process to do anything, you're going to feel like it's a bureaucratic government over time and nobody talented is going to want to work in an environment like that. Both extremes are bad. I think if you, like I told you, I think companies do better when there is

Also, if you have, on the other side, if it's all about process and you train your team to wait for process to do anything, you're going to feel like it's a bureaucratic government over time and nobody talented is going to want to work in an environment like that. Both extremes are bad. I think if you, like I told you, I think companies do better when there is

Yeah, just minimum process and the process and means to an end. And that end is, you know, it's either for to help people go faster or to help them ship better products. Any other process is waste of time. And you have to be really, really diligent not to let it become over-processing in your organization because it's actually going to, it could destroy your culture.

Yeah, just minimum process and the process and means to an end. And that end is, you know, it's either for to help people go faster or to help them ship better products. Any other process is waste of time. And you have to be really, really diligent not to let it become over-processing in your organization because it's actually going to, it could destroy your culture.

Yeah, just minimum process and the process and means to an end. And that end is, you know, it's either for to help people go faster or to help them ship better products. Any other process is waste of time. And you have to be really, really diligent not to let it become over-processing in your organization because it's actually going to, it could destroy your culture.

I set aside two to three hours a week for product reviews. We don't have to fill them up. The way that we decide what to review is both in pull and push ways. Pull is me and my report. In our staff meeting, we discuss typically what are the priorities, how they're going, and other things that we want to discuss because there's a lot of ambiguity, whatever. And so that's the pull way.

I set aside two to three hours a week for product reviews. We don't have to fill them up. The way that we decide what to review is both in pull and push ways. Pull is me and my report. In our staff meeting, we discuss typically what are the priorities, how they're going, and other things that we want to discuss because there's a lot of ambiguity, whatever. And so that's the pull way.

I set aside two to three hours a week for product reviews. We don't have to fill them up. The way that we decide what to review is both in pull and push ways. Pull is me and my report. In our staff meeting, we discuss typically what are the priorities, how they're going, and other things that we want to discuss because there's a lot of ambiguity, whatever. And so that's the pull way.

And then the push is when the teams themselves, they want to discuss a topic because they need help with making a decision, they need help on trade-offs that they're considering or strategic considers, whatever it is, right? So those are the two ways.

And then the push is when the teams themselves, they want to discuss a topic because they need help with making a decision, they need help on trade-offs that they're considering or strategic considers, whatever it is, right? So those are the two ways.

And then the push is when the teams themselves, they want to discuss a topic because they need help with making a decision, they need help on trade-offs that they're considering or strategic considers, whatever it is, right? So those are the two ways.

I ask my teams to stick to the minimum number of people that they need to have a good discussion. So basically, I ask only for people who need to directly contribute to the discussion to be in the review. And that's typically like up to 10 people. But what we do, because I think transparency is very, very important, right? We record every review.

I ask my teams to stick to the minimum number of people that they need to have a good discussion. So basically, I ask only for people who need to directly contribute to the discussion to be in the review. And that's typically like up to 10 people. But what we do, because I think transparency is very, very important, right? We record every review.

I ask my teams to stick to the minimum number of people that they need to have a good discussion. So basically, I ask only for people who need to directly contribute to the discussion to be in the review. And that's typically like up to 10 people. But what we do, because I think transparency is very, very important, right? We record every review.

And we have a Slack chat and we post about every review, the materials, the recording, the action items, the ETAs, like everything is documented. And then the team can pull whatever information they want.

And we have a Slack chat and we post about every review, the materials, the recording, the action items, the ETAs, like everything is documented. And then the team can pull whatever information they want.