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硅谷的一个观察是，通往天堂有许多条路。
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你知道，建立成功产品组织的方法有很多，比如苹果，他们著名地不做任何焦点小组测试，只是打造他们内心深处认为正确的产品，在这样一个非常职能化的组织中。
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而谷歌或脸书则以完全不同的方式开发产品。
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构建产品的盈利系统是什么？
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所以我们会挑选一支由10个聪明人组成的小团队，有负责人、优秀设计师和开发者。
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我们从第一性原理出发，构建合理的产品，可以是复制现有产品但做得更好，或者尝试我们认为合理的新产品。
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说实话，所有新东西都是被遗忘的旧东西，对吧？
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我们没有做过任何成功的产品不是之前被其他组织做坏了的旧产品。
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内部我们有一个新项目流程，任何人都可以提出想法，然后经过验证。
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如果想法通过验证，就会交给一个由有经验的人组成的委员会，他们决定是否资助这个想法。
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什么是验证？
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首先，团队会验证这个想法，比如从经济学、财务等角度判断是否合理。
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大多数想法都是合理的，因为团队成本很低，而如果想法对客户有用，客户会买单。
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这可以带来数千万美元收入，对吧？
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而团队成本则很小。
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接着，曾经管理过类似项目的人与总经理会从常识角度再次验证。
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如果一切通过，我们就会组建一个小团队。
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团队会增加成员，在九到十八个月内开发产品。
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然后我们观察产品的增长情况。
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如果增长显著，我们就扩大团队。
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一支团队变两支，三支，四支，直到形成部门，依此类推。
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对于没有增长的项目，我们会逐步淘汰。
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对于增长缓慢的项目，我们就保持现状，不做调整。
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One of the things that's looking at Silicon Valley is there are many paths to
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heaven.
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You know, there are many ways to build a successful product organization,
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and you've Apple that famously doesn't do any kind of focus group testing,
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and they just build the products that they know in their heart of hearts
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are right in this very functional organization.
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And then you have Google or Facebook developed products in totally different
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ways.
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What is the revenue system for building products?
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So we just separate a small team of 10 people or smart people,
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for the owner, good designer, good developers.
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We just build what makes sense from first principles point of view,
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so it can be either replicating existing product, but building it so much
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better,
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or trying new products, which we think makes sense.
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To be honest, everything new is forgotten old, right?
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We haven't built any product which worked, which wasn't an old product,
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which was built badly by other organizations.
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We have internally new bets processing everyone in the company can raise an
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idea,
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and then it goes through validation.
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And then if ID is validated, then it goes to, well,
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called committee of people who've done it before,
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and then they decide whether to find the idea or not.
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What's validation?
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Well, first, the thing goes to team wish validates like, you know,
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in economics, financials, and so on, whether it makes sense.
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The majority of kids make sense, because constantly team is pretty low compared
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to
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if ID is useful for customer, they pay for it.
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You can generate tens of millions of dollars, right?
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Compared to the cost of the team, which is small.
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And then it goes to people who built new bets before and then general managers,
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and then they also validate it from, again, purely common sense perspective.
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And then if everything is approved, then we separate a small team.
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We have people there, additional people, then they build a product within nine
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to 18 months.
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And then we look at the growth of the product.
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So if there is a lot of growth, then we scale up the team.
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So one team becomes two, teams, three teams, four teams, department, and so on.
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And then for the bets which don't grow, we sunset them.
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And then for bets that grow, but not very fast, we'll just leave them alone.
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