►
Description
Stakeholders discuss research effort around issue #10466
https://gitlab.com/gitlab-com/www-gitlab-com/-/issues/10466
A
A
You
know
it
was
good
yeah.
I
I
really
appreciate
it.
I've
got
a
list
of
four
talks
that
I
want
to
go
back
and
watch
again
because
they
were
really
insightful
and
it
was
let's
see
here
and
like
impact
ux
research
and
impact
and
three
ways
to
strengthen
research
and
the
impact
and
there's
a
couple
of
others.
So
yeah
yeah
they're.
C
A
A
A
There
she
is
all
right,
so
I'm
recording
recording
just
everybody
knows.
Thank
you
for
carving
the
timeout
of
your
days.
For
this.
I
really
appreciate
it.
I
just
wanted
to
do
a
quick
touch
base
to
just
make
sure
that
we're
heading
in
the
same
direction
and
we're
going
to
get
useful
stuff
for
everybody
for
this
project.
We
have
not
started
to
recruit
yet,
which
is
perfect
time
to
just
touch
base
and
get
a
realignment
on
it.
A
I
put
links
at
the
top
of
the
agenda
for
the
main
issue,
the
research
issue,
the
recruiting
issue,
all
the
things
anoop.
I
know
you
and
I
have
talked
through
the
discussion
guide.
Nothing
has
changed
since
you
and
I
talked
last
still
the
same,
but
I
wanted
just
to
go
over
the
high
level
approach
to
everything
and
what
we're
hoping
to
get
out
of
it.
So
the
idea
behind
this
is
obviously
to
find
out
how
people
are
working
across
what
we
call
stages,
but
they
may
not
recognize
them
as
such.
A
They
just
do
their
job
right,
and
so
what
the
idea
has
morphed
into
is
this
concept
of
talking
to
people?
You
end
users.
Three
to
five
from
the
same
internal
organization
at
a
large
enterprise
company
who
is
mature
in
their
devops
practice,
so
they
will
have
more
than
one
stage
that
they're
doing
and
we
can
talk
to
them
about
their
tools
and
get
a
sense
from
each
one
of
those
people
what
it
is
that
they
do.
A
What
are
the
tools
that
they're
using
and
how
is
that
handoff
handled
between
that
person
and
whomever
they're
handing
their
stuff
off
too?
So
we
can
understand
what
are
the
tools
that
they're
using
to
do
that
like?
Are
there
their
gaps
or
their
frustrations?
What
what
is
going
on
there,
and
also
pairing
that
converse
those
conversations
with
one
of
a
team
lead
of
sorts
somebody
who's
in
charge
of
these
people,
basically
to
understand
from
their
perspective,
because
they're
a
little
higher
up?
A
How
do
they
feel
it's
all
going
because
you've
got
the
individual
perspective
and
then
you've
got
somebody
who's
like
okay,
I'm
kind
of
orchestrating
all
these
conversations
I
can
they
might
be
able
to
have
a
different
purview
of.
I
see
these
other
frustrations
at
a
higher
level
or
areas
of
opportunity,
or
things
are
going
great,
and
this
is
why
so,
that's
that's
where
we
are
now.
The
output
of
that
is
intended
to
be
themes.
A
So
these
themes
are
not
as
granular
as
an
actionable
recommendation
of
do
x
and
then
y
will
happen.
It
is
more
at
the
level
of
people
in
these
types
of
organizations
are
having
issues
when
this
kind
of
data
needs
to
be
transferred
between
team
members,
and
this
is
why
they're
having
these
issues
and
and
the
resulting
themes
are
intended
for
those
stage
groups
at
our
company
to
take
on
and
internalize
and
look
at
to
say,
okay,
let's
dive
deeper
into
this
particular
area
of
opportunity
for
us
and
figure
out.
A
If
there
are
any
other
dirty
details
that
we
didn't
come
up,
we
didn't
have
in
the
theme,
so
we
can
actually
go
after
and
break
those
barriers
and
provide
opportunity
for
it
to
be
easier
if
they
use
our
product
in
those
those
areas.
So
we
do
intend
to
talk
to
people
who
not
just
don't
use
gitlab
like
they
could
use
any
kind
of
tool
in
their
devops
practice.
A
A
C
A
Adam-
and
I
talked
about
this
a
few
weeks
ago-
and
I
had
did
the
math
real,
quick
and
got
went-
oh
my
god
100
people
da,
so
I
think
we're
going
to
start
with
two
companies,
one
of
a
sas
and
one
of
a
self-managed
company
to
start
out
with
and
then
hopefully
and
target
internal
and
internal
org
at
each
of
them
to
to
see
how
this
approach
will
go.
Hopefully
it
will
go
well
and
then
we
can
expand.
A
I
don't
have
enough
understanding
of
how
things
change
in
in
industries,
but
if
we're
looking
at
enterprise
level
companies
with
a
mature
devops
practice,
I'm
not
expecting
that
to
change
that
much
between
a
bank
and
like
adele,
you
know
maybe
some
more
security
stuff
with
a
bank
financial
things
oversight,
but
things
like
that.
But
if
you
guys
have
purview
into
that,
please
let
me
know
this
is
a
great
time
to
talk
about
that.
Yeah.
C
D
Having
a
flavor
of
each
is
helpful,
but
the
new
model
that
you're
choosing,
which
is
going
to
one
company
and
understanding
their
entire
devops
journey
and
seeing
the
pain
points.
I
think
that's
that's
great.
I
think
it'll
help
us
inform
the
entire
product
and
give
themes,
because
some
of
the
themes,
like
you
said
laurie
like
when
that
handoff
happens
here-
are
the
friction
points.
And
if
you
surface
this
information
on
the
x
on
the
left
side
of
the
stage
and
right
off
the
stage,
things
would
be
easier.
D
That
sort
of
knowledge
will
be
helpful
as
a
general
principle,
and
I
would
love
to
see
some
of
those
insights
come
in
and
we
can
add
them
to
our
product
principles
around
cross
stage
features
and
things
like
that.
This
could
even
be
a
model
for
strategic
research
in
the
future.
So
I'm
excited
about
the
methodology.
B
Yeah
so
lori
we
we
spoke
about
this,
but
I'm
just
asking
the
question
more
probably
again
and,
as
you
can
probably
tell
I'm
more
of
a
pessimist
by
nature,
so
thinking
about
how
this
would
be
done.
Thinking
about
experience,
doing
studies
like
this.
It
can
be
really
hard
to
try
to
find
multiple
users
who
you're
looking
for
in
the
same
company.
D
A
A
So
I'm
hopeful
that
that
will
help
us
to
get
people
from
the
same
internal
orgs,
because
if
we
don't,
I
don't
know
out
there
how
much
variation
there
is,
but
I
sus
my
my
researcher
gut-
tells
me
you're
going
to
need
to
talk
to
more
people
if
you
can't
get
them
from
the
same
organization,
because
there's
going
to
be
more
variation,
so
I
was
trying
to
keep
this
initial
effort
small
and
manageable.
So,
like
christy
said
we
can
get
some
feedback
fast
and
and
take
action
on
it.
B
C
B
C
Yeah,
what
if
it's
in
the
agenda,
my
guess
is
our
best
bet
to
do
this-
is
to
rely
on
some
existing
relationships.
We
have
for
companies
who
have
a
stake
in
our
success
and
kind
of
like
do
a
hand
like
a
touchy
like
hey.
We
need
your
help.
Will
you
company
help
us
find
these?
Like
this
type
of
scenario,
I
put
an
example
yeah
and
jackie's,
adding
some
more.
I
put
one
example
in
the
agenda
that
I
won't
say
since
we're
recording.
A
Yes,
perfect:
I
love
that
idea,
jackie
I
I
was
actually
working
with
one
of
the
tams
to
get
his
company,
which
I
don't
mention
either
to
talk
with
me,
but
they
haven't
scheduled
time
yet.
So
I
think
that's
a
great.
I
think
that
that's
definitely
where
I
should
head
with
this.
I
think
it'll
give
us
a
faster
turnaround
than
just
having
an
ask
out
there
and
then
we
can.
We
can
take
action,
so
I
love
that.
A
E
That
we
haven't
really
considered
is
looking
at
our
contacts
list
in
salesforce
and
considering
all
the
levels
and
organizations
where
we
hit
and
if
we
naturally
hit
more
levels
of
an
organization
in
a
particular
contact
list
that
might
be
a
really
natural
fit
for
us
to
go
in
and
start
mapping
their
devops
journey.
So
that
could
be
a
really
low
friction
way
to
work
with
the
account
team
to
identify
these
targets.
E
C
That's
an
interesting
idea,
and
I
don't
think
you're
necessarily
suggesting
this,
but
I'm
gonna
call
it
out.
What
I
probably
wouldn't
do
is
to
then
go
to
those
individuals
and
try
to
engage
them.
One
by
one
we'd
have
to
still
go
in
they
coordinated
like
we
want
these
people
to
talk
to
us.
Somebody
at
that
company
help
us
coordinate.
A
A
But
if
we're
talking
timelines-
and
we
don't
want
this-
to
go
very
many
quarters-
we're
going
to
need
them
from
the
same
companies
to
get
that
idea
of
a
cohesive
piece
of
feedback.
Otherwise
I
think
you're
going
to
have
too
many
variables
and
you
can
still
do
it
you're
just
going
to
talk
to
a
lot
more
people
in
order
to
get
that
consistency.
C
So
this
this
actually
kind
of
leads
into
my
next
question,
which
I
asked
very
poorly
in
the
agenda,
because
I
was
trying
to
get
just
get
it
out
of
my
head.
So
I
remembered
what
I
was
gonna
ask.
I
think
if
we
are
trying,
I'm
I'm
gonna,
try
my
best
to
say
this.
If
what
we
think
is
important
is
to
look
at
the
relationship
like
a
relational
aspect
within
a
company
and
the
teams
and
how
they
are
interacting
with
each
other,
then
yeah
we
have
to
have
from
the
same
company.
C
If
what
we're
more
interested
in
is
there
are
friction
points
between
our
stages.
It
doesn't
matter
whether
it's
a
company
where
people
one
person
works
across
multiple
stages
or
various
teams
are
handing
off
to
each
other.
If
our
point
is
just
the
friction
points-
and
you
probably
don't
need
them
all
from
the
same
company
right
because
you
could
talk
to
somebody
from
a
company
and
say
like
hey,
we
know
you're
using
this
you're
at
a
level
at
which
we
would
expect
you're,
seeing
across
the
things
that
people
are
doing,
tell
us
about
the
pain
points.
C
A
A
Statement
of
I
do
my
job
and
we
want
them
to
tell
us
how
they
do
their
job
and
what
tools
they
use
and
how
they
work
with
other
people
to
do
their
job
so
because
we're
not
limiting
it
to
only
get
lab
users
either
they
can
use
git
lab,
they
don't
have
to
use
git
lab.
They
just
need
to
be
mature
in
their
devops
practices.
C
I
mean
that
leads
me
to
my
next
question.
I'm
skipping
over
you
adam,
we'll
come
back
to
you.
This
was
too
good
of
a
segway
for
me
to
hold
back
yes,
that
I
am
a
little
bit
worried
about
that
when
I
hear
this
so
yes,
this
is
generative
research,
but
what
you
are
describing
sounds
wildly
broad
to
me
and
what
I'm
worried
about
is
instead
of
coming
back
with
here
are
so
gitlab
you
have
a
product
today.
You
know
that
that
product
has
challenges
with
being
connected.
C
Just
with
the
features
that
you
have
now.
I
think
what
we
want
is
to
understand
how
to
connect
existing
features.
What
I
am
worried
about
with
this
approach
is,
you
might
come
out
here.
Oh
here
here
are
the
new
markets
we
should
pursue
and
I
so
product
you
know,
what's
valuable
to
you
yeah
now.
What
is.
D
D
I
would
replace
the
word
worried
with
super
excited.
No,
I
I
I'm
not.
I'm
kidding,
I'm
only
half
kid,
so
I
think
part
of
the
strategic
research
and
where
we
want
to
go
so
for
a
second.
Let's
just
pause:
the
fact
that
we
have
a
queue.
Okay,
we
have
finished
this
quarter
right
is
how
we
want
to
operate
as
a
team
moving
forward
and-
and
this
is
always
going
to
be
a
problem-
the
sourcing,
the
right
type
of
interviews
to
conduct
and
the
right
people
to
talk
to.
D
So
yes,
we
might
get
a
tangent
and
we
might
get
a
lot
of
noise
because
we
only
interviewed
one
or
two
companies,
but
I
I
look
at
this
more
like
if,
for
for
a
second
imagine,
we
were
able
to
figure
out
a
recipe
to
make
this
happen
and
every
quarter.
We
interviewed
two
companies
and
we
added
at
those
as
an
iteration
to
our
overall
understanding.
D
C
Yeah
I'll
say
I
want
to
reiterate
what
hanuk
just
said,
which
is
the
okr
is
not
the
point.
I
absolutely
agree
with
that.
The
point
is
to
get
valuable
insights
from
research
and
for
me,
like
product
y'all
are
who
this
is
for.
So
if
you
are
excited
about
what
we're
bringing
back,
then
I
am
pleased
with
that,
because
these
really
are
two
separate
paths,
and
that's
why
I
asked
what's
important
to
you
now.
Is
it
more
important
to
have
the
more
tactical
friction
point?
C
So
we
give
a
more
seamless
experience
to
what
exists
today,
or
is
it
more
important
for
you
to
hear
hey
conceptually?
This
is
how
teams
are
working
together.
You
could
tell
me
yes
go
for
conceptual.
You
could
tell
me
oh
wait.
Friction
is
more
important
today,
then,
let's
do
conceptual
stuff
next,
and
I
agree
with
you
also
in
noop
that
if
we
did
to
your
point
two
per
quarter
over
time
that
that
I
don't
have
a
problem
with
that
approach
either
as
long
as
you
get
what
you
need.
D
So
if
you
can't
even
pull
off
friction
points
between
two
stages-
I
don't
know
what
chance
we
have
to
pull
off
more
synthesized
view
across
multiple
things
right,
so
I'm
fine
with
the
crawl
walk,
run
approach,
I'm
fine
with
my
caster
wide
net
to
five
customers
and
maybe
two
of
them
bite
and
of
those
two.
Maybe
we
get
eighty
percent
on
each
one
and
that's
that
that's
good
enough
and
if
we
and
we'll
learn
from
this,
because
we
sounds
like
we've
not
done
this
here
before
so
we'll
learn
from
this
jackie.
E
D
E
That
we
must
reduce
friction
in
order
to
facilitate
adoption,
but
that's
a
hypothesis,
yes,
that
we're
assuming
in
this
so
really
like
the
kr
should
be.
Must
we
reduce
adoption
and
the
research
should
be
in
this
evaluation
of
that
organization?
Do
we
need
to
reduce
friction
and
how
should
product
reduce
friction
in
order
to
encourage
adoption
between
stages.
C
C
A
A
B
B
If
that
doesn't
happen,
maybe
we
can
get
together
again
to
talk
about
what
we
can
do
next,
and
maybe
we
set
the
date
for
that,
maybe
a
month
prior
to
the
end
of
the
quarter.
So
that's
almost
a
month
from
now.
I
guess
so
that
gives
you
a
full
month
to
recruit,
I
think
which,
which
is
a
lot.
So
if,
if
I'm
wrong
in
that
assumption
or
in
that
interpretation,
everyone
on
this
call
that
it
is
the
focus.
Is
teams
versus
individual
friction
points,
because
I
just
want
to
make
that
clear
for
laurie.
B
C
D
I
think
so
because
I
think
the
individual
friction
points
may
not
give
us
the
then
it
will
start
becoming
more
prescriptive,
like
go
fix
this
thing
from
here
to
there
and
then
how
do
I
prioritize
with
my
higher
what
I'm
hearing
from
my
customers
versus
hey
thematically?
This
is
what
the
teams
are
looking
for.
Now
you
have
this
insight
and
I'll
go
make
the
product
better.
D
A
This
is
an
interesting
recruit,
and
I
was
talking
to
adam
about
this
a
week
or
two
ago
about
how
the
strategic
research
recruits
are
different
from
the
other
recruits
that
we're
doing
for
design
and
product
they're
more
complex
in
some
respects.
Sometimes
they're
we're
looking
for
a
user,
a
persona
that
we
don't
even
have
in
our
database
because
they're,
not
the
end
user
they're.
Somebody
who
signs
a
contract,
yeah.
A
Actually
use
it
sometimes
we're
looking
for
things
like
this,
like
a
group
of
people
from
the
same
organization,
we
don't
even
capture,
we
have
no
way
to
know
in
our
database
where
people
even
work.
We
have
to
then
send
them
out
a
survey
that
asks
them
where
you
work.
Can
you
recommend
other
people
where
you
work,
so
they
are
getting
more
complex
and
adam,
and
I
had
chatted
about
the
idea
of
using
a
third-party
recruiter,
a
company
who
might
specialize
in
more
complex
recruits
like
this.
A
We
have
not
done
that
here
yet
and
we
haven't
had
to
we.
We
haven't
had
these
complex
things
yet,
but
that
might
be
something
we
want
to
consider
in
the
future
for
a
faster
turnaround
like
I
could
have
already
been
talking
to
people
the
last
three
weeks,
but
even
for
jackie's
project
for
the
dakota
persona.
A
C
So
long
story
short
because
we're
almost
out
of
time,
I
believe
that
the
gdpr
issue
hopefully
is
being
shelved
again.
My
assertion
is:
we
do
not
need
to
worry
about
it.
We
have
no
evidence
that
we
need
to
worry
about
it.
My
guidance
to
my
team
has
been
move
forward.
As
you
have
been
moving
forward,
legal
is
kind
of
like
waving,
hands
and.
E
C
D
C
Where
I
was
going
so
yeah,
yes,
so
farnoosh
made
that
request
six
months
ago
it
has
been
the
growth
team's
backlog
for
a
long
time.
She
picked
it
up
again.
Yesterday
she
is
refreshing,
those
issues
there's
some
technical
feasibility
that
needs
to
be
looked
into,
but
she
is
going
to
come.
I
believe,
with
a
request
to
you
next
week,
about
doing.
D
C
C
The
last
thing
I'll
add
just
for
the
in
the
interest
of
time
is,
I
think
we
need
help
recruiting
strategic
participant
research
participants.
I
think
we
could
be
getting
more
help
internally
before
we
have
to
go.
Look
at
external
agencies.
External
agencies
are
wildly
expensive,
for
this
type
of
I
have
seen
quotes
come
in
that
would
yeah
yeah.