Support Driven Design

Transcript

1. Support Driven Design
   Kevin Hale
   

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2. @ilikevests
   

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5. 60+ Languages
   

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6. Individuals, Developers, Designers,
   Non-Profits, Teachers, Students,
   Universities, Research, Real Estate,
   Marketing, Healthcare, Banks, SMBs
   

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10. 676%
    29,561%
    $25.3 M
    Average Startup
    $118K
    Wufoo
    

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11. The Secret?
    

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14. We are fanatical about creating
    meaningful relationships
    with our users.
    

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15. New Users :: Dating
    Existing Users :: Marriage
    

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16. New Users :: Dating
    

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17. Homepage
    Landing Pages
    Plans / Pricing
    Login
    Signup
    

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18. First Email
    Account Creation
    Blank / Starting Interface
    Login Link
    Ad Link
    First Support
    

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24. Existing Users :: Marriage
    

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25. Dr. John Gottman
    

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26. Everyone fights.
    

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27. Cost / Billing
    Users’ Users
    Performance
    Roadmap
    Others
    Money
    Kids
    Sex
    Time
    Others
    

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28. 10%
    100%
    9%
    Website Visitors
    Signup to Trial
    Login to Account
    1%
    5%
    .5%
    Active Users
    Paying Users
    Staying Users
    

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29. 10%
    100%
    9%
    Website Visitors
    Signup to Trial
    Login to Account
    1%
    5%
    .5%
    Active Users
    Paying Users
    Staying Users
    

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30. Support Driven Design
    

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31. Software engineers and
    designers are often divorced
    from the consequences of
    their actions.
    

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32. Before Launch:
    100% development
    After Launch:
    33% dev, 33% bug fix, 33% support
    

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33. Responsibility
    Accountability
    Humility
    

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34. Golden Rule
    

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35. Do to others as you wish
    others to do to you.
    

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36. Create for others as if
    you have to support it.
    

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37. Creators = Supporters
    

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44. We make everyone do
    customer support.
    

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45. Support Responsible Developers and
    Designers Give the Best Support
    

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46. +500,000 users
    ~5 million people
    ~400 issues
    +800 emails
    7 -12 minutes
    

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47. 0
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    Daily Support
    Sunday
    Monday
    Tuesday
    Wednesday
    Thursday
    Friday
    Saturday
    2008 2009 2010
    

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52. Support Responsible Developers and
    Designers Create Better Software
    

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56. What happens when you make everyone
    responsible for creating remarkable
    supportevery single week?
    

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57. 0
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    Jun-06 Dec-06 Jun-07 Dec-07 Jun-08 Dec-08 Jun-09 Dec-09
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    Users
    Support
    

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58. Scaling Support
    

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62. Engineering Management
    Share 93
    From late 2006 to early 2009, I was privileged to hold a variety of management positions in Facebook Engineering, ranging from
    manager of various teams to director of engineering. During that time, the engineering department grew from about 30 to around 200
    engineers. It was an era that roughly spanned the launch of News Feed, Facebook Platform (the first F8 conference), the launch of our
    self-serve advertising system (now a major contributor to our positive cash-flow), internationalization of the site, and Facebook
    Connect. We went from being a niche college social network with less than 10M users in 2006 to a global phenomenon with over
    250M users by early 2009. It was a period of time during which the company grew from being a small startup (under 100 employees) to
    a medium-sized company (800+ employees).
    Coming to Facebook, it was clear that the company was likely to expand rapidly, and a great hope of mine was to play a part in
    influencing key developmental decisions during this critical period so that far into the future, Facebook and its engineering department
    would be a vibrant and enduring institution. From my time at other technology companies which had gone through this period of hyper-
    growth, I had formed ideas about key cultural and organizational factors that I felt contributed to creating a strong engineering
    environment, one that the best people would want to work in and which maximize innovation and rapid execution. Today I have
    returned to being a hands-on engineer, and the other day when I reflected upon how I found it quite pleasant that I was now getting to
    enjoy working in such a productive engineering environment, the person I was with asked me, "Well, what ARE the Yishan tenets of
    growing a great engineering organization?" I had never quite thought about my ideas in such a doctrinaire way (and indeed it is
    dangerous to do so, lest they become unnecessarily enshrined), but I'll indulge anyway and see if I can marshal them into a numbered
    list, so here they are:
    1. Hiring is number one
    2. Let process be implemented by those who practice it
    3. Promotion from within
    4. Tools are top priority
    5. Technical Leaders
    Note: these do not include various "obvious" Silicon Valley ideas about how to create a good technology startup like "hire the best
    people" or "have an environment that ensures open communication." There is a list of about a dozen of these that everyone knows; my
    list is a set of more (I consider) non-obvious things, things that rapidly growing technology organizations don't find it obvious to do
    easily. I believe that organizations which successfully integrate these ideas into their culture and habits end up becoming stronger,
    enduring, and self-renewing, while those which don't eventually weaken and spiral off into mediocrity.
    Over the next five days, I'll write a post about each one of these, elaborating what I mean by them and why I think each is important. To
    those who've worked with me over the last few years, now you get to see my playbook and why I did the things I did. I hope people
    find this useful and fun!
    

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63. growing a great engineering organization?" I had never quite thought about my
    dangerous to do so, lest they become unnecessarily enshrined), but I'll indulge a
    list, so here they are:
    1. Hiring is number one
    2. Let process be implemented by those who practice it
    3. Promotion from within
    4. Tools are top priority
    5. Technical Leaders
    Note: these do not include various "obvious" Silicon Valley ideas about how to
    people" or "have an environment that ensures open communication." There is a
    list is a set of more (I consider) non-obvious things, things that rapidly growing
    easily. I believe that organizations which successfully integrate these ideas into t
    enduring, and self-renewing, while those which don't eventually weaken and spi
    

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68. Gmail
    GreaseMonkey
    Plugin
    

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69. We make everyone say thank you.
    

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77. Best Price
    Best Product
    Best Overall Solution
    

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78. Thanks!
    

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