Bill Carr
13 statements across 2 episodes · 4 bullish · 1 bearish · 2 people on the record · first statement Nov 2, 2023 by Bill Carr · said 1 times in 1 episodes since 2023 · across every show →
On the record as a speaker too: Bill Carr's record, appearances and statements → this page counts the times other people say the name.
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brought up most by Lenny Rachitsky (1)
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Everything said about Bill Carr, oldest first
Nov 2, 2023 positive
Carr: Prioritizing Customers Over Revenue Is an Unprovable Article of Faith
“We had, as Jeff would say, we took it as an article of faith. If we served customers well, if we prioritized customers and delivered for them, we took it as an article of faith that then things like sales, Things like revenue and active customers and things li…”
Nov 2, 2023
Bill Carr: Product teams must operate as funnels, not tunnels
“What you're really trying to create is a product funnel, not a product tunnel. And with a funnel, meaning, you know, lots of things at the top, fewer things at the bottom. The tunnel means that everything that comes in is also going to come out the other side.…”
Nov 2, 2023
Carr: A metric is an input if you control it and it impacts customers
“So, you know, you're doing input metrics. If it is do you control it? Meaning can you apply resources to make this thing better or worse? Is it, does it touch customers? It doesn't always have to touch customers, but if it is affecting the customer experience,…”
Nov 2, 2023 neutral
Nov 2, 2023 positive
Carr: Working with visionary executives requires identifying their core thinking vector
“And so there'd be times when even after we've had that discussion, I maybe still disagree, but then what I would do is I'd focus on, okay, well, what is the kernel or the core of like why Jeff thinks that we should do this? And I would focus on that kernel. I …”
Nov 2, 2023
Carr: Internal PR/FAQs must be data-rich without marketing hyperbole
“You don't wanna use like hyperbole and it would be like very factual, like with like, you know, numbers, like data rich document too. So so again, not like a real press release. A lot of like internal confidential data would be like in this press release.”
Nov 2, 2023 positive
Carr: Amazon senior engineers maintained cross-org duties to preserve functional excellence
“Effectively what it also meant is that anyone who is a, an engineering vice president, or in many cases, a director, they would often have Something else beyond their day job of some sort of subject matter expertise area where they would also contribute to the…”
Nov 2, 2023 negative
Carr: Cross-functional setups dilute ownership across too many partial priorities
“Whereas when you have this highly like cross-functional approach,
And there's not, you know, one clear person who's responsible for this one project that's on this roadmap.
I've seen many a CEO pull their hair out saying like, I don't, I have no ownership and …”
Nov 2, 2023
Nov 2, 2023
Carr: Ideas outside existing org structures must be shelved or given dedicated owners
“When something came up, some idea that didn't neatly fit within my org structure, I couldn't necessarily delegate it to someone that this, there were only two things I could possibly do, which is just sort of set it aside altogether. Cause otherwise just be a …”
Nov 2, 2023
Carr: PR/FAQ documents should develop through concentric circle reviews
“There's this iterative nature to writing PRFAQs where it's sort of a concentric circle review. Like you start off small, like with one author and with low fidelity writing these things, and then you start to share them with, you know, small group and get feedb…”
Nov 2, 2023 neutral
Carr: Cost Cutting Only Benefits Customers If Savings Lower Prices
“In itself, driving out costs, you know, doing things more efficiently doesn't inherently benefit customers because you could just choose to take more profit. It only does if you decide that I'm in doing so, I'm going to lower my prices to customers or provide …”
Nov 5, 2023 positive
Rachitsky: Amazon's six-page narrative is designed to expose flawed ideas early
“The narrative approach at Amazon, one of the benefits of that and the reasons they go there is partly for you to realize this is a bad idea before anyone even needs to give you feedback. And that's why they force you to write six pages in depth about your idea…”