►
From YouTube: The Next Generation of Collaboration Tools
Description
Zoom, Slack, Google Suite have all made it much easier to work apart together. Meet the new generation of tools that are going beyond chat and co-editing to facilitate real time collaboration for planning, learning and designing together.
Moderator: Ceci Stallsmith, Slack
Panelists:
Priyanka Sharma - Director of Technical Evangelism, GitLab
Dylan Field, CEO, Figma
Hubert Palan, CEO, productboard
Ian Tien, CEO, Mattermost
A
It's
it's
CC,
Saul
Smith
I'm,
very,
very
grateful
to
be
here
today.
Thank
you,
get
lab
and
general
catalyst
all
right,
so
I'm
gonna,
let
our
panel
introduce
themselves
I.
Am
a
director
of
marketing
at
slack
I've
been
there
over
four
years
at
this
point,
and
we've
got
Ian
who
bear
Dylan
and
Priyanka
and
I
will
let
them
give
sort
of
their
15
to
30
second
BIOS
and
then
we'll
get
into
the
fun
of
remote
work
and
collaboration
tools
which
we're
all
building
go
ahead.
B
Hi
thanks,
my
name
is
Ian
Tanner
British
from
Toronto
Canada,
so
I
started
out
building
a
video
game
company
all
remote
and
along
the
way
we
ended
up
pivoting
to
sort
of
enterprise
software.
We
had
this,
we
were
using
HipChat
at
the
time
and
it
was
you
know:
whole
company
ran
on
it.
We
were
all
remote
and
HipChat
started
breaking
down
and
it
started
like
you
know,
crashing
I
mean
had
lost
data
and
we
were,
you
know,
really
upset.
B
So
then
we
we
tried
to
export
and
they
wouldn't
let
us
export
and
then,
when
we
stopped
paying
our
subscription,
they
pay
walled
us
from
our
own
data,
and
you
know
we
were
just
like.
You
know,
really
upset
that
this
core
piece
of
infrastructure
didn't
work
for
us,
but
we
were
billing
video
games
and
we
had,
like
you,
know,
10
million
hours
in
our
own
messaging,
app
in
the
video
game.
B
So
we
started
using
that
and
then
we
ended
up
open
sourcing
it
and
then
it
kind
of
became
sort
of
a
business
we
had
a
lot
of
like
large
enterprises
want
to
host
their
own
messaging
service.
So
you
know
that
became
matter
most.
It
became
an
open
source
project.
You
can
try
it
out
with
get
lab
omnibus.
It's
it's
packaged
in.
There
is
integrated
with
get
lab
and
you
know
that's
kind
of
the
story
of
our
company.
So
it's
for
a
matter
most
and
it's
really
about
an
open-source
messaging
platform.
C
C
I'm
Hubert
I've
lived
here
but
I'm
from
probably
Czech
Republic
origin
and
I'm,
the
founder
and
CEO
of
product
war,
which
is
a
product
management
system,
think
of
it
as
CRM
for
your
product
decision-making.
We
centralize
feedback
and
research
from
your
customers,
insights
from
support
tickets
and
other
conversations
that
you
have
on
the
front
lines
of
the
company
and
that
help
you
tie
it
to
kind
of
a
structure
of
everything
that
you
could
ever
build.
But
then
we
give
you
a
framework
to
figure
out
what
is
it?
C
You
should
prioritize,
given
your
strategic
track
objectives,
given
your
strategic
objectives
to
make
sure
that
what
ends
up
on
your
roadmap
are
actually
the
most
important
things.
A
lot
of
companies
focus
the
long
term
for
like
vision
with
what
is
it
that
you
should
build
next,
and
so
we
help
in
that
way,
and
then
we
integrate
with
Gira's
and
other
engineering
task
management
systems
farther
farther
down
the
process.
We
are
distributed
between
Prague,
the
Czech
Republic
gram
from
my
co-founder
ace
and
we
have
an
office
a
year.
D
E
D
Is
Dylan
I'm,
the
CEO
and
co-founder
of
Sigma
bio
before
this
is
very
short?
I
was
an
intern
before
starting
a
big
month
seven
years
ago,
and
the
Sigma
is
a
collaborative
design
tool.
I
think,
hopefully
something
to
use
it.
If
you
use
big
mouth
it
was
sweet,
awesome,
okay,
so
in
the
center
they
use
figma
on
the
sides
not
will.
E
Hello,
all
right,
hi,
everybody,
I'm,
Priyanka,
I'm,
director
of
technical
evangelism
at
get
lab,
get
lab,
is
a
commercial
open
source
company
and
we
are
like
a
complete
DevOps
platform.
That's
delivered
as
a
single
application.
We
have
millions
of
users
and
lots
of
customers
and
people
can
use
us
for
any
and
all
parts
of
the
software
development
and
delivery
lifecycle
I
also
serve
on
the
board
of
the
cloud
native
computing
foundation,
which
is
the
home
for
open
source
projects
like
kubernetes,
prometheus
Yeager,
flew
NT,
etc.
That's
me
hi.
A
Really
great,
thank
you.
So,
just
to
start,
everyone
here
is
building
very,
very
collaborative
software
I'm
curious
when
you
think
about
how
you're
actually
building
the
product.
How
much
are
you
thinking
about
remote
teams
and
remote
workers
or
distributed
workforces?
First
is
just
building
a
highly
collaborative
product
like
where
are
you
factoring
that
in
or
are
you
not
Dylan?
Let's
start
with
you?
Okay.
D
A
D
A
D
I
think
I,
think
or
even
synchronous
communication.
So,
for
example,
in
figma
one
case
that
we
see
live
all
the
time
inside
of
the
company
is
in
design
reviews
and
will
often
do
design
reviews
in
a
big
room.
We
have
one
person
in
Amsterdam
area,
that's
and
then
we
also
have
everyone
in
the
room,
and
some
people
can't
even
see
the
screen
so
you're
able
to
follow
in
figma.
If
you
click
on
a
someone's
avatar
for
their
picture,
they
don't
actually
lock
your
viewport
to
theirs
as
they
move
around
the
screen.
A
E
I'll,
take
a
stab
at
that,
so
good
Lab
is
an
all
remote
company
and
we're
almost
a
thousand
me
as
I
speak.
Maybe
we
are
over
a
thousand.
Who
knows
it's
moving
really
fast,
but
so
good
lab
runs
on
good
lab,
so
by
default
in
our
product
planning
in
our
roadmap.
That
essence
is
there
because
we're
going
to
be
using
our
same
product
and
we
are
all
remote
that
doesn't
mean
that
the
product
doesn't
serve.
You
know,
people
who
have
offices
no.
E
Not
the
case
as
our
customers
base
suggests,
but
yes,
everything
we
do
because
we
work
on
our
own
product.
It
means
that
people
around
the
world
need
to
be
able
to
use
it.
That
means
it
is.
Synchronous
is
very
important.
That
means
that
it's
important
for
everybody
to
be
happy
on
the
same
page
without
having
to
have
a
conversation
about
it.
So
openness
and
it's
critical
and
then
also
like
having
the
right
guardrails
is
very
important.
So
that's
like
baked
into
our
life
and
heavily
influences.
What's
built,
yeah.
C
C
It's
not
that
much
about
the
synchronous
communication
as
it
is
about
making
sure
that
the
right
pieces
of
information
get
to
the
right
people
and
then
how
the
team
is
structured
where
they
are,
if
it's
the
same
room
or
not,
it's
more
making
sure
that
the
product
decision-makers
are
exposed
to
the
right
insights
and
that
they
really
have
a
good
shared
understanding
of
what
is
it
that
people
need
and,
and
so
that's
what
the
system
you
know
distributed
or
not,
but
the
right
people
get.
The
right
information
is.
C
The
hard
no,
we
are
a
look
support,
people
they
read
conversation
and
there's
a
key
inside
they
push
it,
they
tag
it
structure
it.
We
have
a
portal
offer
for
our
customers
and
we
have
2300
companies,
this
customers
there's
a
lot
of
you,
know,
insights
and
that's
a
that's
a
as
I
as
I
can
imagine
for
all
of
us
right
in
this
in
this
world,
where
we're
distributed,
but
there's
just
much
more
and
many
more
conversations
happening
that
the
companies
have
with
their
end
customers,
and
so
that's
the
challenge.
C
E
Move
to
the
next
question,
but
I
did
want
to
point
out
being
an
open
car
company
which
has
the
vibrant
open-source
community
change
like
adds
to
this
dynamic,
very
interestingly,
at
gate
lab.
So
we
co-create
with
our
users
and
customers,
and
it's
all
open
right
issue
bore
everybody
can
see
what
the
issue
boards
are
and
what
the
roadmaps
are.
E
So
people
will
jump
in
and
share
what
they
would
like
to
see
or
even
contributed
back
to
back
to
us,
and
that
I
think
creates
this
dynamic
of
we're
all
just
in
sync,
all
the
time
working
towards
this
large
shared
goal
beyond
just
get
Lavis
everybody
who's
in
our
wider
community.
That
participates
so
that
kind
of
adds,
alia.
B
I
think
one
thing
that
I
would
add
is
that
I
think
get
lab.
Has
this
great
thing
called
boring
solutions,
which
is
that,
like
you
know,
just
if
it's
out
there
and
like
just
use
it
right
so,
like
I,
think
we
definitely
use
a
lot
out
of
a
get
lab
handbook
and
when
we
think
about
you
know,
we
think
about
all
the
things
get
lab.
Does
its
own
become
almost
becomes
like
start
with
get
lab
as
a
default
right?
And
then
you
know
if
you
can
add
value
and
iterate,
and
do
it
our
own
way?
B
That's
great,
but
there's
so
much
stuff,
that's
sort
of
boring
and
like
it
just
it
just
works,
and
you
kind
of
do
it
and
then
from
us.
We
kind
of
have
like
there's
a
lot
of
you
know
different
products
out
there,
but
then
we
can
really
focus
with
this
concept
of
like
conservation
of
innovation,
which
is
that
when
you're
building
things
for
remote
folks,
like
there's
just
bare
standard
things,
and
then
we
can
add
something,
that's
different.
B
So
one
thing
that
we
have
is
like
this
concept
of
hashtags
so
like
you
can
tag
different
posts
and
then
people
can
kind
of
see
across
them
like
okay,
like
there's
this
one
person,
he
just
writes
tweets
right
and
they're
sort
of
like
okay,
instead
of
you,
instead
of
everyone
coming
here
to
the
tweet
channel
and
telling
you
what
to
do
every
time.
There's
something
interesting
just
do
like
hash
tag
like
maybe
tweet
right,
and
then
this
person
can
get
like
all
across
that
they
don't
be
in
all
the
channels
right.
D
I
feel
like
a
lot
of
our
products
are
experimenting
as
we
think
about
different
geographies,
using
a
product
with
different
ontology
x'
for
information,
so,
for
example,
at
figma
right
now,
we're
thinking
a
lot
about
kind
of
to
your
point,
almost
around
people,
and
how
do
you
get
information
to
them?
The
file
structure
for
us
has
not
been
really
it's
not
the
perfect
metaphor.
People
are
not
able
to
remember
files
by
ASCII
like
two
years
ago.
D
What
file
did
you
work
on
I
doubt
you
could
tell
me,
but
if
I
asked
you
okay
two
years
ago,
what
who
are
you
working
with
what
projects
we
were
working
on?
Had
the
people
that
you're
working
with
make?
You
feel
like
that
you
could
tell
me,
and
so
we're
kind
of
trying
to
experiment
with
profiles,
different
project
views
that
can
give
the
most
recent
information
I
think
it's
similar
to
what
you're
saying
with
hashtags.
In
terms
of
how
do
you
take
all
this
free-flowing
information,
that's
happening
everywhere
and
sort
it
and
organize
it.
Yep.
A
Yeah,
that
was
an
interesting
transition
for
me
when
I
went
from
box,
eventually
to
slack
moving
from
a
file
paradigm
to
a
messaging
paradigm.
It's
like
Oh
communication
ends
up
being
the
common
denominator
of
what
we're
doing
and
that's
either
project-based
or
people
based
what
you
just
said,
Dylan
so
Ian
a
question
for
you
I'm
curious,
so
the
goal
of
your
product,
both
of
our
products,
is
this
asynchronous
communication.
Are
you
trying
to
make
it
feel
more
natural
or
trying
to
introduce
a
new
paradigm
that
people
should
work
into
you?
B
New
pair
I
think
that
people
like
this
whole
generation
has
grown
up
with
I.
It's
not
really
I
guess.
The
question
is:
what's
a
new
paradigm
and
the
theme
of
remote
work,
I'll
tell
you.
The
extreme
example
is
like
my
co-founder
who,
if
he
wasn't
if
he
was
he's
in
Seattle
right
and
he's,
got
four
kids
and
they're
like
home-school
right
so,
and
their
schools
on
the
East
Coast
and
they
wake
up
at
like
6
a.m.
and
they
like,
learn
Latin
right
and
they
do
it
with
like
kids
that
are
like.
A
B
Greek
liest:
that's
why
I've
ever
the
so
then
you
know
they're
so
they're,
homeschooled
and
they're
having
classes
with
like
friends
in
Kenya
and
afterwards
they
go
when
they
play
minecraft
together
right
and
like
that's
sort
of
like
that.
Is
that
the
new
normal
like
what's
what's
happening
there
and
then
you
know
the
the
grandparents
are
like
what's
going
on
like
you're
homeschooling,
that's
so
weird
and
it's
like
their
dad
is
upstairs
running
a
company
from
like
his
computer
right.
So
the
question
is:
what's
new
and
I
think
you
know
we
live
in
this
world.
B
We're
like
there's
a
generation
of
people
just
grew
up
on
texting
and
emojis,
and
just
like
it's
just
part
of
how
you
express
yourself
with
let
you
know
gifs
and
all
these
pieces,
and
it's
not
so
much
that
it's
new,
it's
just
sort
of
like
it's
this
it's
this
segment
of
how
people
communicate
and
it's
very
different
than
people
who
are
used
to
like
well.
I,
have
outlook
and
I.
Have
my
rules
and
I
have
my
email
and
what's
this
messaging,
it's
so
confusing
and
I.
Think
it's
really
just
a
change
in
demographics.
A
A
B
A
A
D
Have
a
debate
about
what
it,
which
ones
mean:
y-yeah
no
III,
think
well
the
context
for
design
the
first
place
is
that
design
has
just
changed
so
much
over
the
past
decade.
I
think
if
you
kind
of
zoom
out
and
ask
why
there's
so
many
designers
today,
relative
to
ten
years
ago,
for
example,
like
IBM
when
we
started
figma
in
2012
IBM,
was
at
72
engineers
to
every
one
designer
across
the
company
and
then
in
2017.
D
Five
years
later,
they
were
at
eight
engineers
to
every
one
designer
across
the
company
and
three
to
one
on
mobile.
This
dramatic
shift
a
paean
six
to
one
eight
to
one,
that's
like
what
we're
seeing
across
most
companies
now
and
people
are
even
trying
more
aggressive
and
find
more
designers,
and
so
the
question
is
kind
of.
Why
and
I
think
that
the
reason
is
that-
and
this
is
true
for
product
two,
as
it
becomes
easier
to
build
things-
it's
no
longer
enough
that
you
just
you
built
it.
I!
D
D
It
has
to
be
well
designed
as
well
and
so
first
of
all,
I
think
that
when
to
get
back
to
your
question,
people
are
trying
to
find
design
talent
everywhere,
and
this
is
true
for
all
talent
but
I
think
especially
design,
which
is
a
huge
talent
crunch
right
now,
and
so
that's
one
area
we're
seeing
and
I
think
in
addition
to
that,
you
know,
design
is
increasing
the
coming.
You
know
both
async
and
then
people
are
trying
to
figure
out
how
to
do
that.
D
Synchronously
as
well,
and
there's
a
lot
of
design,
Doug
irons,
going
from
more
brand
to
product
design
as
well.
I
think
there's
the
Cure's
what
you
think,
but
this
I
think
that
a
lot
more
designers
are
starting
to
act
like
frog
people
and
the
lines
are
getting
very
blurry,
I'm,
not
sure.
That's
like
specific
to
remote
work,
I
think
that's
just
a
more
general
trend
as
well.
Yeah.
A
C
That's
why
engineering
engineering
roles
would
be
making
a
lot
of
these
decisions,
but
now
it's
much
more
about
making
sure
that
you
understand
the
needs
of
the
people
really
well
and
I.
Think
that
that's
what's
shared
about
design
and
product
management
that
only
if
you
really
understand
well,
what
is
it
the
person
need,
then
you're
gonna
design,
something
in
product
management
way.
A
A
Totally
so
stars
Priyanka
on
this
question:
where
are
you
seeing
real
road
bumps
for
remote
workers
still
especially
from
a
technology
perspective?
So
what
technologies
are
just
making
things
a
little
more
difficult
so
for
distributed
teams,
especially
as
you
are
an
entirely
distributed
team?
Where
do
you
guys
feel
points
of
friction
in
tension
and
where
are
there
opportunities
potentially
for
people
to
build
into
and
improve
the
experience
of
a
distributed
team?
Sure.
A
E
So
that's
one
thing
and
I
know:
that's
not
exactly
a
tooling
issue.
It's
just
it's
a
life
issue
right
now,
yeah!
Maybe
we
did
you
like
a
make,
make
a
leap
in
the
technology
we
all
use
to
get
there.
But
besides
that,
I
think
you
guys
alluded
to
it
a
little
bit
of
like
surfacing
the
right
information.
So
the
handbook
was
brought
up.
It's
at
this
point
over
3,000
pages.
That's
a
lot
of
pages.
I
haven't
read
it
all
of
it.
E
I
wish
I
could,
but
you
know
not
there,
yet
lots
of
bedtime
reading,
but
so
just
so
surfacing
the
right
information
quickly,
I
think
can
be
really
helpful,
very
partially
making
progress
to
guys
that
search,
helps
with
that,
but
I
love
that
hash
tag
idea.
That
seems
super
cool,
yeah
I
think
that's
a
big
one,
great.
C
Times
I'm
gonna
get
up
at
5:00
every
day
because
you
ever
big
office
in
Europe
I.
Just
think
that,
are
you
ever
trying
to
place
the
people
that
are
working
on
the
same
problem
close
together?
So
I
think
that
you
know
even
like
we're
building
now
more
product
teams
here
in
the
US,
and
the
idea
is
that
they're
just
gonna
be
focused
on
different
areas
so
that
they
can
effectively
communicate.
C
But
then,
obviously,
you
still
use
the
overlap
that
you
have
to
kind
of
cross
pollinate
and
make
sure
that
the
teams
learn
from
each
other
yeah
but
like
to
half
like
if
I,
don't
know
how
you
do
it.
If
you
have
like
across
time
so
fully
distributed,
teams
that
work
on
the
same
problem
that
I
find
it
brutal
I
was.
A
Talking
good
CEO
yesterday,
a
new
thing,
proud
of
is
working
on
on
Wednesday,
but
then
I
have
an
engineer
in
New
Zealand.
Did
he
push
something
overnight?
No,
it's
all
broken.
So
it
is
a
definite
problem
and
challenge
I'm
curious
for
building
out
a
distributed
team.
Do
you
think
that
you
need
to
start
at
the
baseline
with
the
culture
of
the
team,
or
do
you
think
the
tools
are
what's
gonna
really
enable
the
team
to
work
effectively
together?
The
answer
is
probably
something
around
both,
but
where
would
you
where
would
he
buy
us?
B
B
When
you
have
a
culture
that
is
rewards
like
so
the
biggest
thing
that's
given
in
the
office
right
and
if
you
don't
have
an
office,
then
everyone's
distributed
everyone's
equal
and
we
did
get
an
office
in
San
Francisco
and
for
a
time
it's
sort
of
like
well.
You
know
people
are
really
worried
about
it.
Right,
they're,
like
okay,
what's
the
conversation
happening
in
there
and
then
you
sort
of
like
you
reward
people
that
are
in
the
office
and
then
by
default,
like
the
people
outside
the
office
are
sort
of
brought
down
a
notch.
B
So
I
think
the
most
important
thing
is
not
so
much
your.
So
the
tools
will
kind
of
come.
You'll
fix
that
problem,
but
the
the
idea
of
like
there's
there's
not
a
physical
headquarters.
That's
not
where
the
decisions
are
made
like
if
I'm,
not
in
that
room.
I
still
have
impact
I
still
the
voice.
I
think
the
culture
is
most
important
thing
and
people
affect
and
there's
lots
and
lots
of
tools.
People
can
use
to
be
successful.
I
think
cultures
is,
is
the
heart
and
it's
really
what
is
encouraged
and
what
is
discouraged
great.
E
I
think
a
word
that
we
should
add
to
this
conversation
is
process,
so
Sid
says
process
gets
a
bad
rap
and
that's
true
like
what
most
people
hear.
The
word
process
is
like
puke,
but
in
reality-
and
this
happened
at
Villa
from
the
stories
I've
heard-
is
that
because
we
were
all
distributed,
we
have
to
write
down
what
are
the
steps
to
do
XY
and
Z,
and
so
they're,
like
you're
building
the
culture
by
writing
down
a
process
using
a
tool,
and
so
the
three
things
have
to
come
together.
A
A
B
I
think
it's
simple:
if
you
need
you
need
Docs,
you
need
voice
and
video
and
you
need
messaging.
So
nothing
goes
in
the
three
categories
for
everybody
hadn't
like
and
it's
weird
because
like
evils
not
on
that
list
right,
like
email,
you
need,
if
you're
like
doing
a
lot
of
external
stuff,
but
like
there's
people
that
work
without
touching
their
email
boxes
right,
especially
in
dev
right
they're
like
what's.
Oh,
it's
a
set
of
servers
down
like
but
like,
but
you
can
get
those
notifications
now
in
the
messaging
piece.
D
E
Think
from
a
tear,
I
know,
I
said:
go
build
the
good
lab
I
stand
by
that,
but
the
meta
point
there
is
that
it's
important
to
think
through.
What
do
you
want
to
spend
your
time
on?
Do
you
want
to
build
your
own?
You
know
the
software
development
delivery
lifecycle.
Do
you
want
to
actually
build
your
own
tool,
so
it
seems
pretty
wasteful
if,
let's
say
you're,
building
I
actually
know
this
nonprofit.
E
They
want
to
focus
on
that
right
and
so
spending
time,
for
example,
crafting
their
CI
CD
pipelines
from
scratch
may
be
a
total
waste
of
time,
and
that's
where,
like
a
tool
like
a
tool
or
platform
like
gitlab,
has
been
really
useful
because
you
sort
of
get
everything
in
one
place
and
you
focus
on
what's
important
to
you
and
then
obviously
you
communicate
about
all
those
things
using
messaging
and
Docs
and
all
of
that
stuff.
So.
D
I'm
trying
to
think
of
like
let's
try
to
think
of
like
a
way
to
answer
the
question
without
going
to
like
Civic
Tour
recommendations.
I
think
one
thing
that
probably
all
of
us
would
agree
on
is
you
know
if
your
company's
not
distributed
yet
it
will
be
if
your
company
is
growing
eventually
we'll
have
multiple
offices
and
you'll
have
remote
team
members.
D
This
is
like
the
inevitable
truth
for
all
of
us
here
in
the
audience
and
I
think
if
you're
going
with
tools
that
are
like
offline,
not
cloud-based,
you
know
single
player
and
not
with
remote
work
in
mind.
That's
like
pretty
clearly
the
wrong
decision.
So
that's
that's
one
way.
I
was
in
credit
as
well.
C
A
C
Know
I
just
mentioned
that
you
know
spend
time
thinking
about
the
tools,
because
the
it's
it's
just
the
tools
against
what
you
mentioned
the
process.
It
comes
with
the
set
of
best
practices
and
kind
of
the
knowledge
around
it,
and
sometimes
you
are
better
off
with
a
better
tool.
It's
a
more
mature
that
comes
with
the
guidance
and
helps
the
teams,
and
so
it
is
also
thinking
about
what
skills
and
expertise
you
have
with
the
people
that
you
have
that
you
have
on
the
team,
and
that
goes
two
ways
right.
C
A
C
A
B
The
two
counterintuitive
one
is
like
well
speaker:
phones
are
horrible
right
for
about
work.
Right,
cuz
like
that
really
says,
you're
in
an
office
and
you're
like
and
like
someone's,
not
in
the
office.
You
can
it's
like
side
conversations
and
people
on
the
speaker
front
of
like
what
is
going
on.
So
speaker,
phones
are
horrible
for
remote
work,
the
other
ones
horrible
for
remote
work,
I
think
is
ring.
Cams
right
ring
camps,
you
feel
like.
Oh
I
can
see
everyone
in
the
frickin
office
right
so
like
so
when
you
have
a
ring.
B
Cam
people's
faces
are
like
this
big
right
and
you're
alike,
and
it's
like
Oh.
What
do
you
think?
It's
like
I
have
no
relationship
with
you,
you're
like
18
pixels
wide,
so
so
I
think,
oh
great
habit,
familiy
great
remote
companies.
Is
that
well
not
having
an
office.
You
don't
have
a
ring
cam,
but
you
do
have
an
office
right
and
you
do
have
a
meeting
like
and
there's
one
person
who's,
not
in
the
room.
Everyone
just
like
no
office
right
or
at
least
put
your
laptops
up
and
then
and
have
the
full
face
view.
E
B
Cameras
like
this
see,
Caleb
doesn't
have
an
office
or
like
rink
Avex.
Explain
like
it's
like
you
all,
together
or
so
is
ring.
Cam
is
like
this.
It's
like
a
it's
like
a
360
camera
and
then
has
this
like
AI
like
AI
thing
that
like
puts
people's
faces
on,
but
it
always
gets
it
wrong.
So
you're
like
talking
to
someone
shoulder
and
they're
like
those
guys,
it's
like
it's
like
a
wide-angle
lens.
The
person's
face
is
really
small
and
then
some
walks
up
to
look
at
the
screen
and,
like
you,
see
his
butt
and
like.
E
A
Stewart
Butterfield
was
lived
in
Vancouver
for
their
early
years
of
slack,
and
so
we
had
over
our
water
fountain
the
water
bubbler
a
portal
into
the
Vancouver
office,
video
his
funds.
It
was
in
both
our
East
areas
so
like
as
you're
just
going,
you
can
feel
like.
Oh
there's,
the
Vancouver
office,
sometimes
you
say
hi
and
what's
the
time
we
just
hear
their
espressos
being
made,
it
was.
It
was
cute,
but
I
totally
hear
you
on
that.
That's
hard
for
remote
people.
That
makes
a
lot
of
sense.
A
E
E
I
think
because-
and
this
is
the
first
time
I've
experienced
working
in
a
company
where
everyone's
in
the
same
place
for
reals
and
what's
been,
what
I've
noticed
is
when
people
first
join
the
company,
it's
a
and
let's
say
they're,
not
engineers
or
non-technical
they'll,
be
like
oh
I'm,
going
to
be
using
a
good
system
like
this
is
really
like.
Okay,
but
they
learn
so
fast
and
very
quickly.
E
It's
just
not
scary
anymore
and
the
value
of
like
you
know
the
version
control
the
value
of
having
everything
in
one
place
like
starts,
showing
up
and
so
I
think
what
we're
doing
at
gate
lab.
You
could
probably
do
with
something
else,
but
this
concept
of
literally
everybody
in
the
company,
all
of
you
be
in
the
same
place,
I
think,
is
really
powerful
and.
B
D
Two
tools
that
we
use
a
lot
that
have
been
super
helpful
for
including
people
that
are
remote.
Our
notion
in
coda
notion
is
great,
probably
all
of
you
use
it
as
well
in
terms
of
crane
spaces
that
are
shared,
that
people
can
go
to
for
find
information
and
then
for
Kota
we're
actually
using
it
for
a
lot
of
our
product
tracking
in
terms
of
roadmap
and
what's
next
and
one
thing
that
we're
able
to
do
is
sort
of
have
this
like
live
experience.
D
While
we
do
a
crawl
every
week
of
what's
going
on
to
make
sure
we
all
have
updates
and
we're
all
staying
in
sync,
and
during
that
crawl,
people
can
basically
have
like
a
raised
hand
function
in
the
co2
dock,
and
this
is
eliminated.
So
much
I
get
saved
so
much
time
this
meeting
and
also
made
it.
So
it's
more
inclusive
of
people
that
are
not
in
the
room.
D
C
Have
this
little
app
called
donut
and
slide
which
matches
people
to
talk
to
each
other?
You
ended
early
of
different
offices.
So
there's
just
like
one
thing:
I,
just
like
a
little
product
strategy
come
into
there's
a
danger.
If
you
use
the
tool,
that's
not
really
specialized,
we
probably
have
the
same
urge
like
product
boards.
C
You
know
you
can
you
can
do
everything
in
it
as
well
marketing
and
you
know,
India
and
and
there's
a
danger
of
dog
fooding
in
a
way
that
is
not
really
aligned
with
your
focus
because
it
creates
the
SCAF
natural
engineer
see.
Oh,
we
could
improve
it
because
we
need
this
thing
for
our
unique
engineering
needs
and
I'm.
Just
like
that's
great,
that's
great,
but
that's
not
what
we're
after
right
now
so
maybe
one
day
we'll
get
there
so
just
stay
focused
so.
E
Anyways,
just
like
I
hear
you
I
definitely
hear
you
I
think
that
that
also
goes
back
to
what
the
company
vision
may
be
right
and
it's
like
I
think
good.
Laugh
is
well
known
for
being.
We
are
covering
the
entire
software
development
and
delivery
lifecycle,
which
is
wide
wide
wide,
and
so
it's
all
its
intentional
I
would
say,
but
I
hear
the
tension
absolutely
because
it's
like
who
is
this
specific
feature
for?
E
B
Guess
there's
a
weird
one
which
is
like
because
if
for
a
strong
engineering
culture
especially
discuss
Silicon,
Valley
culture,
there's
something
that
people
don't
use?
Phones
very
much
of
you
ever
noticed
that
and
I
think
in
a
remote,
because,
if
you're
like
from
other
places
like
New,
York
or
LA,
everyone's
like
on
the
phone
like
they're
calling
or
not
texting
they're
like
calling
on
the
phone.
E
B
I
think
when
you're
distributed
cuz
like
if
you
don't
right,
it's
all
on
calendars
and
things
like
that,
like
we've
whipped
one
button,
you
can
hit
a
zoo
if
you
want
to
discuss
I,
think,
but
the
first
has
to
be
in
the
channel
right
and
yet
be
like
blah
blah.
And
you
know,
dis
courts
got
some
nice
stuff
for
that,
but
you're
not
always
on
your.
You
know,
discord
thing,
but
just
like
calling
people
the
phone,
because
otherwise,
like
you,
have
to
wait
a
long
time
right.
B
B
It's
it's
not
it's
not
a
stand-up.
It's
sort
of
like
asks
and
heads
up,
and
you
just
kind
of
do
it
real
quick.
But
it's
like
it's
an
administrative
sink.
It's
not
so
much
like
status
reporting
because
we
use
a
/
Stan
of
command
for
that.
But
it's
just
sort
of
like
just
every
24
hours,
so
I
feel
like
two
things.
One
don't
interrupt
me.
B
You
can
always
like
reach
me
in
24
hours,
or
so
it's
administrative
right
just
back
and
forth
or
it's
like
you
just
call
people
and
it's
not
just
like
the
exact
team,
but
it's
like
other
folks,
because
people
are
just
sitting
there
by
themselves.
You
know
remote
they're,
like
oh
I,
don't
know
how
to
solve
this
problem.
It's
like,
if
only
I
could
talk
to
someone.
It's
like
what
is
this
no
yeah
yeah,
so
it's
like
if
I
only
had
some
device
to
communicate,
yeah.
A
That's
awesome.
We
just
added
that
feature
called
workflow
builder
to
slack.
This
is
a
unique,
interesting
one
if
you're
looking
for
like
fun,
different
things
that
allows
you
to
basically
build
like
if
or
zapier
style.
If
this,
then
that
triggers
and
workflows,
they
can
be
really
robust.
Someone
one
of
our
customers
built
basically
like
a
choose-your-own-adventure,
Jurassic,
Park
themed,
almost
like
a
book
or
like
story
that
you
could
follow
along
in
slack,
it
was
really
cool,
basically
like
based
on
your
emoji
reactions,
to
an
initial
message.
A
It
then
gives
you
a
next
message,
but
it
branches
like
50
ways
and
becomes
a
ton
of
messages.
So
it's
funny
like
that's
not
before
work.
We
were
expecting
this
to
be
like
a
customer.
Ticket
comes
in.
You
tag
it
with
this
emoji
or
this
response,
and
therefore
it's
filtered
into
that
bucket
of
customer
support
respondents.
That
would
be
a
really
easy,
workflow
you'd
built
through
slack.
This
one
was
like
absolutely
fun.
People
like
to
have
fun
do
interesting
things
with
their
tools.
A
On
top
of
like
effective
work,
things
having
fun
at
work
is
important,
so
one
question
from
the
audience:
as
teams
grow,
how
do
you
ensure
best
practices
are
upheld,
I
feel
like
Ian,
you
have
a
really
good
set
of
like
these
are
not
best
practices.
These
are
best
practices,
as
you
scale
as
you
go
from
you
know,
a
hundred
people
beyond.
How
do
you
think
about
really
maintaining
those
best
practices,
an
etiquette.
B
E
B
When
someone
walks
into
your
office
like
walks
into
your
company,
you
have
this
like
checklist
of
things
right
and
you
have
sort
of
like
all
the
stuff
they
read,
and
this
defines
how
we
work
and
that
it
finds
our
culture
and
our
behaviors.
And
if
you
think
that
culture
is
better
in
office,
but
it's
actually
better
when
it's
written
down,
because
you
can,
you
can
sort
of
like
hyper
scale
right,
because
everyone
goes
through
a
consistent
experience.
They
have
the
same
expectations
and
everything's
written
down.
E
E
E
A
D
A
contrasting
opinion
I
think
like
there's
cultural
norms
that
are
really
important
when
it
comes
to
people
that
are
not
in
the
office,
and
you
have
to
install
it
as
soon
as
you
have
like
one
person
who's
not
in
your
office,
and
you
know
you
have
to
make
sure
people
are
considerate,
that
person
and
you
have
to
scale
that
as
more
people
are
remote,
but
I
think
some
chaos
is
okay,
I,
don't
think
it
has
to
be
like
this
like
top-down
regimented.
Here
are
the
programs.
D
We
use
here's,
what
we
don't
use,
here's
the
workflow
you
know
sock
is
only
for
exceptions.
You
know
I
think
chaos
is
alright
and
people
were
in
best
practices
from
each
other.
So
we've
been
braced
like
lots
of
different
tools
at
figma.
Let
people
bring
things
in
bottom-up.
You
know
we're
definitely
not
trying
to
like
make
a
completely
chaotic,
but
yeah.
C
D
C
E
I
absolutely
agree
that
the
process
our
culture
should
be
like
they're,
very
changeable,
and
that's
definitely
like
you
know,
everything's
an
iterative
process.
I
think
the
new
ones
I
was
getting
at
was
more
like
almost
like
behaviors
people
start
more
like
emulating
leadership.
Behaviors,
it
happens
to
me.
I,
don't
never
thought
it.
I
was
like
I'm.
This
independent
person
think
for
myself
all
the
time,
but
I
noticed
over
that
you
start
modeling
behaviors,
and
so
that's.