Lenny's Podcast: Product | Career | Growth
00:26:20 · Evan Spiegel
[00:26:20] S1: Well, let's use stories as an example, right? So back then, we were hearing from customers all the time, "I want to send all button. I want to send an all button." It's so annoying to select everybody on my list of friends and Snapchat. If you just give me a send all button, then I can blast snaps to everybody all day long and that'd be really great. And at the same time, we were talking to people about their use of social media and they're like, "Oh gosh, social media, I feel all this pressure. Everything I put up there is permanent all the time. It's got all these likes and comments, so there's all this judgment. So I only feel like I can put pretty and perfect things up there and I just don't like that pressure. That doesn't feel good." I actually love the way that Snapchat allows me to just express myself and share with my friends without that sort of judgment and pressure. And so, we thought that was really interesting. And so we dug deeper into how people were using social media. We found that one of the things they thought was really weird was that everything was in reverse chronological order in the feed. So the feed, back in the day, the timeline, right? When people posted photos, they would always find that the end of the birthday party appeared first in the feed and then the middle and then the beginning of the party. So everything was sort of just played in reverse in the feed, which was really strange to folks. So we listened to all of that and heard all of that, but then we came up with something totally new and different, which were stories that were responsive to the feedback. They didn't create a send to all button, but they did create a way to easily share with all of your friends without spamming them all day long. They removed public metrics. They didn't have likes and comments and things like that to reduce pressure. They disappeared after 24 hours so that everyone could start the day fresh again the next day. And they, maybe most importantly, were in chronological order, which is the way that people have told stories since the beginning of time. So I think that's an example where listening is incredibly valuable. All of those insights that we received just from listening to folks made a huge difference in the product design process, but we didn't build exactly what they asked for.
00:28:22 · Evan Spiegel, Lenny Rachitsky
We empathized and then came up with something new. [00:28:25] S0: And that's such a great story. I love hearing these stories of features that everyone's using now and how they came to be. Was there a moment of just like, this is the way, the story concept that you remember or was it kind of this very gradual evolution? [00:28:37] S1: It was iterative because in a lot of ways, some of the early ideas started more around a status update that was sort of like, how could you know what your friends on Snapchat were up to even if you weren't sending Snaps back and forth? And so it sort of started there. And then again, through talking to people and iterating, understanding what folks were really looking for, we ended up with stories and some of the gestures that people maybe take for granted today, being able to tap forward through stories and backwards through stories, full screen, vertical content. Those were all really new things at the time. [00:29:10] S0: Is there another story of something that y'all built that just was interesting and of how it came to be? These stories are so interesting and people don't know these histories.
00:29:19 · Evan Spiegel
[00:29:19] S1: One of my favorite stories was around screenshot detection actually in the early days because when we first built Snapchat and we shared with people, "Oh, you could send photos that disappear." Everyone said, "No, you can't. You can always take a screenshot. What do you mean you can send things that disappear? That makes no sense." And so we thought a lot, I remember that summer after school, we went home, we were working out at my dad's house and Bobby and I were just going back and forth and we were like ... We were having fun using the product. We were sending photos back and forth, but people would just keep saying, "Well, it's not about disappearing photos because you can just save them. I don't get it." And one of the things we invented that at the time, we figured out a way, we realized that if you were pressing and holding to open a snap and left your finger on the screen and you took a screenshot, it would basically trigger an event on the phone essentially that made ... The phone would essentially report that your finger had lost contact with the screen.That's what the screenshot mechanism did. So even though Apple didn't provide an API at the time to let you know that a screenshot had been taken, there was a way for us to essentially detect this touch event to learn that a screenshot had happened. And then we would just send a notification back to the sender that, oh, the recipient had taken a screenshot. And that for us in the early days really resonated with our community because they didn't mind if somebody saved one of their Snaps, they just wanted to know. And I think that that early invention was one of the first things that really got a lot of traction in the early days and I think helped Snapchat spread as a new way of communicating.
00:30:56 · Lenny Rachitsky
[00:30:56] S0: And that is really cool. I can't imagine Snapchat existing without you figuring that out. That feels like such a core mechanic. Something that is also really, I'd say famous in the PM community about Snap is you guys waited a long time to hire product managers. I've done all these research reports on just like how long it took the top companies to hire their PMs. And the number I saw is you had 200 employees before you hired your first PM. I'm curious if you think that was a mistake waiting that long and just your current thoughts on product managers, just like how they fit into Snap. A lot of people listening to this are PMs and so I'm just curious how you feel.
00:31:34 · Evan Spiegel
[00:31:34] S1: A lot of my view of product management was actually driven by my view of designers and the role that designers should play. And one of the things that I was concerned about in the tech community, if you look at the traditional tech org structure, designers really are producing visuals. They're not really producing the product direction or the strategy or the vision or net new innovation. They're really responsive actually, I think in many cases to the PM saying, "This is what we're building. Now go make me some visuals." And I absolutely did not want that type of culture to take root because again, as I mentioned, we modeled a lot of the way that we develop products here at Snap on that early relationship between myself and Bobby, really this harmonious relationship between design and engineering and how important that is, that dialogue is to building great things and great products. And so I think in the early days, my view was not that we don't need PMs, my view is that designers should do that work. So that's essentially what we would say to our designers, which was like, "Hey, if you need PM support, why don't you just do it yourself? What's the big deal?" And I think that that really helped, frankly, designers play a more active role in the product development process. Now, today at a company operating at our scale, if you look at the legal requirements, our approach to trust and safety, it really does take a village to get a new product off the ground and product managers play a really important coordination role in all that in addition to synthesizing, for example, data science analysis and bringing together the working group to try to solve problems or innovate or make the product better. So I think as the organization grows and there becomes all of these different capabilities that the company didn't have in the early days, whether it's data science, you name it, product managers play a really important role in bringing all those folks to the table and making sure we deliver the right thing at the right time.
00:33:33 · Lenny Rachitsky
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