Our current practices are outlined in the bullet points below. But the nature of hypergrowth means these rituals and methods will evolve ****to meet the demands of the company:
[ ] PMs are working in two-week “sprints”
[ ] Our teams post-release notes every week
[ ] Our teams are encouraged to talk to customers as much as we can
[ ] We write Working Backwards Documents (WBDs) to green light large initiatives
Keep in mind that we’re anti-consensus -- these WBDs are not attempts to make sure every stakeholder “signs off”. They exist to:
[ ] We have a Weekly Product and Development Review meeting where we dive deep into one area or project with a cross-functional group
[ ] We have Weekly Product Team meetings where everyone prepares a weekly write-up and we read, reflect, collaborate and press each other on our current projects (or other areas of discussion)
These standards provide a good view into how we think, but if you’re a candidate reading this, then I’d emphasize that we write a lot, and writing is a vital part of how we plan and communicate. If you don’t enjoy writing (or reading), you likely won’t enjoy your time here. We are meeting-light and rely heavily on asynchronous communication.