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I wish we could do more and do it faster, and that's part of why I focus on that organizing principle of how do you make sure that you can get out of the way of the teams to move fast. My job today is a little bit more of how do I remove those barriers and help teams move fast, but that's it.

I wish we could do more and do it faster, and that's part of why I focus on that organizing principle of how do you make sure that you can get out of the way of the teams to move fast. My job today is a little bit more of how do I remove those barriers and help teams move fast, but that's it.

I wish we could do more and do it faster, and that's part of why I focus on that organizing principle of how do you make sure that you can get out of the way of the teams to move fast. My job today is a little bit more of how do I remove those barriers and help teams move fast, but that's it.

I think it's a lot of, we want to make sure that we're innovating, we want to make sure that we're leaning ahead. You know, some of the challenges we have today are different than we had in 2006. In 2006, we had to answer the question of, like, why would a bookseller ever run my computers? And that question we get less and less today, actually. I don't think I've gotten that one for a while.

I think it's a lot of, we want to make sure that we're innovating, we want to make sure that we're leaning ahead. You know, some of the challenges we have today are different than we had in 2006. In 2006, we had to answer the question of, like, why would a bookseller ever run my computers? And that question we get less and less today, actually. I don't think I've gotten that one for a while.

I think it's a lot of, we want to make sure that we're innovating, we want to make sure that we're leaning ahead. You know, some of the challenges we have today are different than we had in 2006. In 2006, we had to answer the question of, like, why would a bookseller ever run my computers? And that question we get less and less today, actually. I don't think I've gotten that one for a while.

But now we have to deal with scale, and you have to think about enterprise requirements, and you think about how do I meet auto requirements, and how do we support governments, and how do we think about scale, and how do we make sure that we have enough electricity in the world, and all of those kind of questions.

But now we have to deal with scale, and you have to think about enterprise requirements, and you think about how do I meet auto requirements, and how do we support governments, and how do we think about scale, and how do we make sure that we have enough electricity in the world, and all of those kind of questions.

But now we have to deal with scale, and you have to think about enterprise requirements, and you think about how do I meet auto requirements, and how do we support governments, and how do we think about scale, and how do we make sure that we have enough electricity in the world, and all of those kind of questions.

But all good problems for us to solve so that we can take them on so that customers don't have to.

But all good problems for us to solve so that we can take them on so that customers don't have to.

But all good problems for us to solve so that we can take them on so that customers don't have to.

Well, part of my job is to make the one-way door decisions. I think that framework is, it's a useful one to think about. And just to clarify in case you're not aware of it, it largely is that's how you go fast, is you try to define what are those decisions that are, they can be important decisions, by the way.

Well, part of my job is to make the one-way door decisions. I think that framework is, it's a useful one to think about. And just to clarify in case you're not aware of it, it largely is that's how you go fast, is you try to define what are those decisions that are, they can be important decisions, by the way.

Well, part of my job is to make the one-way door decisions. I think that framework is, it's a useful one to think about. And just to clarify in case you're not aware of it, it largely is that's how you go fast, is you try to define what are those decisions that are, they can be important decisions, by the way.

I think sometimes misunderstood, that's like, what are the important decisions and not important decisions? It's not that, it's you want the people that are owning those teams at the edges of the organization. They really own those products to make important decisions because they know best about their product.

I think sometimes misunderstood, that's like, what are the important decisions and not important decisions? It's not that, it's you want the people that are owning those teams at the edges of the organization. They really own those products to make important decisions because they know best about their product.

I think sometimes misunderstood, that's like, what are the important decisions and not important decisions? It's not that, it's you want the people that are owning those teams at the edges of the organization. They really own those products to make important decisions because they know best about their product.

But there are also decisions that could be undone if we decide that it wasn't the right thing to do. Then the bigger, I'm going to go invest a billion dollars or I'm going to launch a new service that is hard to pull back or is painful to pull back. Those are the one-way door decisions that I think we want to have a little bit more inspection on.

But there are also decisions that could be undone if we decide that it wasn't the right thing to do. Then the bigger, I'm going to go invest a billion dollars or I'm going to launch a new service that is hard to pull back or is painful to pull back. Those are the one-way door decisions that I think we want to have a little bit more inspection on.