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Perplexity founder Aravind Srinivas explains the “user is never wrong” philosophy of Larry Page Aravind recounts a story of Larry Page’s meeting with the CEO of Excite. Excite was the #2 search engine behind Yahoo at the time, and they were interested in buying Google. The two CEOs compared... show more
137,593 просмотров • 2 лет назад •via X (Twitter)
Комментарии: 10
Watch the full interview with Aravind Srinivas on the @lexfridman podcast here:
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An excellent product or service should typically have both options (advanced and simple). There are about 1.5 billion people in the world with an iPhone who they can barely customize their device because Apple has a different philosophy.
People are lazy, make it simple for them to use your product 👍
Google Search is terrible now. I miss the search engine diversity we had back in the day. Those companies were killed by the Google monopoly. It would have been amazing if they were allowed to innovate. Google is the worst. Now they force their lackluster AI on us when searching.
Wow. Brilliant
This interview was so good. Here is a key insight I could relate to: A lot of founders like to build and add low ROI features for power users (or themselves) - massively hurting adoption by new users because it makes it much harder for to understand the value prop.
Pablum. Should be ashamed.
He’s right. Products need to make us more lazy.
It is caked “idiot proofing the system”. Japanese did that wirpth their electronics. If you press multiple buttons on a VCR, it will eliminate all commands except the one that is logically the next step.
![Perplexity CEO Aravind Srinivas on managing a fast growing startup "It's important for the product to feel great. And if it doesn't feel good for us, the user is not going to feel that ... the standards for the user should be even higher. [When hiring] I look for people who care about doing good work. If you don't care and you're just treating it as a job, then it's very hard for them to get excited about things." Source: Y Combinator Aravind Srinivas David Lieb](https://image.24vids.com/tw-1892991627993718838/ext_tw_video_thumb/1892989868042797056/pu/img/hMM18a6feeGsf7R7.jpg)
![Airbnb founder Brian Chesky on how to interview and reference check new hires Brian’s first piece of advice comes from Steve Jobs: “Start with the results and work backwards to the people. Most people start with resumes. They start with brands — ‘Oh, this person worked at Google.’ But you should actually ask yourself: What products do I admire? And then who built those products?” With respect to actually interviewing them, Brian’s first tip is to ask follow-up questions: “Ask them to explain how they did something, and then the key is to ask two follow-ups. You never want the first answer. You always want the third answer. And if people don’t know what they’re talking about, they struggle. They might be able to follow-up, but the second follow-up, they become absent of details.” But more important than interviewing, Brian argues, is references: “I prioritize references over interviewing, especially with executives who have more experience BSing you than you have experience detecting their BS.” Brian recalls that Andreessen Horowitz would tell him to do 8 hours of reference checks per employee: “[That’s] probably over the top, but you should probably spend as much time referencing as you do hiring.” He also believes the CEO should interview and reference check new hires as long as possible. Brian interviewed the first 400 people at Airbnb, but he wishes he interviewed longer. And with respect to tactics for reference checks, Brian offers the following advice: “A lot of people are polite. They’re afraid of the feedback getting back. So the first thing to say when you start the call is that everything is off the record — and it should be off the record. It should never be attributed to them. The more it’s unattributed to them, the more honest they’re going to be.” On this topic, Brian recommends avoiding disqualifying questions: “A lot of people don’t want to say somebody sucks or is not good… Say, ‘Okay, separate from this topic, I just want to know who’s the best person you’ve ever worked with?’ Do they say the person’s name you just asked about? They usually tell the truth and if they don’t say that person’s name, they’re not the best, right?” And then ask for specifics: “They said they’re amazing — well why are they amazing? What would you point to? If they have no specifics, maybe they weren’t really good… Then ask questions like, ‘Okay, what do I need to watch out for if I were to hire them?’ or ‘What’s the one area of development you would give them?’ If you say that, they have to tell you something because they’ll feel like they’re not thoughtful enough…. And then you ask them at the end who else you should talk to: ‘Can you give me two more names?’ And then you use that to build a network.” Brian believes recruiting should be more like building a talent network than a sales pipeline.](https://image.24vids.com/tw-1987140548835094999/amplify_video_thumb/1987124191791915008/img/KvpKBINqTpAMl9Mf.jpg)
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![Marissa Mayer on scaling Google and the internal black market CEO Eric Schmidt created for new hires “One of the things that [former Google CEO Eric Schmidt] talked about a lot was that at every order of magnitude, you should expect every process to break—and you should expect to have to completely reinvent it. It’s very different to deal with tens of people versus hundreds of people versus thousands of people” Marissa shares a story of how one time Eric reinvented Google’s hiring process in a way that initially frustrated everyone: “We had closed the year at about 200 people, and we had a plan to double the size of the company over the coming year. Eric showed up in March, looked at the plan, and said: ‘there’s just no way you guys are going to be able to double the number of employees and keep the quality and culture the way you want it to be.’” Eric then told the company that he would let them collectively hire 50 people that year—versus the 200 they were planning on hiring. And to enforce this, he created 50 laminated dollar bills with Larry Page and Sergey Brin’s faces on them and distributed them to Google’s VPs. Every new hire that year would require one “Larry & Sergey” bill. Naturally, a black market for these “Larrys & Sergeys” developed, and as Marissa describes, it became surprisingly efficient: “What would happen is the Head of Sales would have one and he would really need a new feature to make a sale. So he would [say to the engineer]: ‘look, I’m going to give you this Larry & Sergey but you have to promise you’re going to use it to hire someone who is going to build this feature to secure this revenue.’” She continues: “As painful as it was because there was way too much work to slow down our hiring like this, [the new process] was actually a really good moment for the company because it made us be really thoughtful about how we were scaling and where we were putting our resources. We had to be that much more thoughtful about what to prioritize and where the opportunities were. Yes, hypergrowth is really fun, but you also need to realize that you want that hypergrowth to happen in terms of users and revenue—and not necessarily in terms of the size of the company.”](https://image.24vids.com/tw-1747232727894552737/ext_tw_video_thumb/1747232378068586496/pu/img/xrLALYoCUpl7axmc.jpg)
