Shreya Murthy

These can be design system rules like, oh, you can't build anything that falls out of our design system.

You have to use existing components.

And obviously, design systems are great.

Components are great.

We have a lot of them.

But if we want to build something really cool and there isn't an existing component for it, we'll just go build that and we'll figure out the systemization of it later.

Or, you know, if we want to, you know, we don't have a set of copy rules that we follow for what copy can go in the product.

We just tell people, talk as though you were talking to a friend.

Like, what would you say if you were speaking to a friend and speak that way to our users in the product?

And then, you know, the people who write copy for the product just write very naturally, right?

And, you know, the people on our team are funny and smart and clever.

And so the copy ends up being really good.

And so I think it's just about unleashing the creative potential of highly talented people that makes that possible and then organizationally limiting the amount of rules that you apply, which end up creating so many constraints.

I'll answer that in two ways.

One, I think it's important to recognize that your brand and the space that you operate in defines the maximum bounds of the rules that you have to follow.

So if you're Microsoft or if you're a B2B SaaS company, there's a set of things you can't do because it just doesn't make sense for your brand.

And

You know, someone on our merch team right now, you know, is making company merch, not for us, but we're sending gifts to some of our VIPs and their thongs.

And we can do that.

But I don't think Microsoft can do that.