20 korrents from this recording
Every claim below is a statement made in this recording, quoted word for word and linked to the second it was said, so you can hear it rather than take our word for it. The wording comes from the transcript published alongside the recording; the sentence above each quote is our reading of the claim, not their wording.
Their wordsAny team who's had to optimize an onboarding flow and that one time you decided to redesign it, like it almost always loses, right? But it's having the confidence and the agreement to begin, like we're actually going out to beat the incumbent and we're going to reset a baseline that inherently might be a little lower than what status quo is today.
Their wordsyou need to create the grounds to take some risk knowing that you're going to commit just as much iteration into the next thing as you did the the the incumbent product.
Their wordsrefocus on what makes you as a designer differentiated which is designing what's desirable. Don't worry about feasibility. Pick the tools that are going to allow you to render the idea in the most believable way.
Their wordsThe fact that you can't ship it to production doesn't mean that you've failed.
Their wordsIf you're trying to prototype a full feature, don't go for the moonshot of end to ending this and shipping it to production. Just render the whole idea and then use that as the thing you talk to engineering with.
Their wordsdesign should be the tip of the spear for desiraability. And I think that's probably the genesis of like if you extrapolate that comment out to like taste, editing, deciding what actually matters, that's a skill set that has been naturally a home in the design practice since before computers were invented.
Their wordsthe thing that I hate to see are is when constraints start driving the design process, especially now.
Their wordsThe thing I worry about with any new kind of tool explosion as designers are learning is that they'll start designing to their local skill set.
Their wordsEditing has been an important part of the job as of recently. um really focusing in on what is the most critical aspects of our experience and getting really really disciplined about that.
Their wordsmake a really compelling prototype and tell a story. I think that stands now. I just think that your ability to do that, it's honestly much easier.
Their wordsAs much as there's a really myopic focus on like designers in code, which is important and true, and I am totally signed on on, we're missing the other part of what this era is unlocking for designers, which is access to data, access to allegibility in the business that you didn't have before.
Their wordsthat's the big shift change is people come to do great craft work, but they leave really great product thinkers. And that to me is one of the most enduring skills in this era as we move out of like our central value being execution into being people who can shape great products that people love to use.
Their wordsBut all of that data then has an MCP hooked up to it that as I'm looking to make decisions as a product leader, I can just ask my agent and it will query and find all of these previous decisions, we've actually worked on that before. Here's where it failed. And so making as much internal decision making legible feels critically critically important.
Their wordsgreat design leaders of this era just have to have a deeply intense relationship with what the business is there to do and pair that intensity with a deep relationship with what makes great design.
Their wordsI think it's really hard to generate that culture if you're not deeply passionate about the craft. I think it'll be a really tough go in the long run for like the professional manager whose calendar is really driven by one-on-one time talking about career development.
Their wordsone-on-one time should be about the work. Let's get into the work. Let's open up your prototype. Let's have live critique and and you know move this work forward and help designers figure out how to make better decisions.
Their wordsour material language for building is now becoming words. We now have to give critique to our agents. Most the time we have to point at the thing and say, "This isn't right, and here's why." The higher fidelity that designers can have in the language they use to make their work better, the better off they're going to be in an agentic era
Their wordsthere's like a very zero- sum silly discourse that's happening now is like who's taking whose job? And I'm like, "Oh my god, who cares?" Like, this is not this is totally not the the takeaway that people should have. The takeaway should be it's never been easier to extend what your capabilities are as a product leader.
Our reading
Data itself is objective, but the reading of it is never objective; it is always subjective.
Their wordsKeep in mind data can be twisted. It can have a story behind it. Not intentionally, but like data itself is objective. The reading of it is never objective. It is always subjective.
Their wordsfigure out what's true and then figure out what to do about it. And that that is like the baseline under how everyone should be operating.