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1、Move Fast and Break Things Joel Pobar Engineering Director Performance Facebook 1 2 2+ Billion 1+ Billion 700+ Million 1+ Billion 3 4 5 6 7 8 9 10 11 12 13 14 What is the secret sauce? 15 Ingredients 16 1. Feedback Loops 2. Culture Feedback Loops 17 Feedback Loops 18 Open Loop Taxi driver returning
2、to hotel, without taking in to a account theater performance Closed Loop Uber. Real time traffic + demand Facebook Examples of Feedback Loops 19 1. Product development 2. Career growth and performance Facebook Examples of Feedback Loops 20 1. Product development 2. Career growth and performance Buil
3、ding Products 21 Decide on features Furiously work on them Create experiment Measure, get results Objective C All iOS versions Java Android = 3.x PHP/Hack React JS GraphQL C+ Java Haskell D Every weekEvery weekEvery hour What the, PHP? 24 1. Great workflow 2. No state or concurrency Developer enviro
4、nment looks like production 25 1. 32 core, 3TB of flash, 144G of RAM Code Review 26 Code Review 27 Employee and Beta Dogfooding 28 Im always on www master Im always on daily iOS/Android builds Millions of Mobile Alpha/Beta testers A/B Testing 29 Gatekeeper: A/B testing on steroids 500+ experiments o
5、n app startup 500 million+ Gatekeeper experiment checks per second 30 31 32 Facebook Examples of Feedback Loops 33 1. Product development 2. Career growth and performance Career Feedback 34 Every 6 months, 360 degree feedback Self review Peer feedback Manager review Feedback loops both self selected
6、, manager selected and ad-hoc Every 6 months, create a set of individual goals for the next half Career Feedback 35 Based on your direct experience working with Joel, describe the impact he had during the past half. Please share specific examples. Based on your direct experience, describe 1-2 areas
7、that would help Joel have greater impact during the next half. Consider ways Joel can better align his work with his strengths (things he might enjoy and be great at), and areas where he can improve. 36 37 Team Feedback 38 Culture 39 Empathy 40 Leaders are listeners Facebook as a tool encourages tha
8、t Deep sense of trust Minimize differentiation (no offices) Organizational 41 Relentless focus on hiring (Im doing at least 3-4 interviews a week) 4-5 engineers on the interview loop Look for empire builders, self-servers, whiners in the interview process, then dont hire them. “Describe your respons
9、ibilities as a leader.” “Can you tell me about four people whose careers you have fundamentally improved?” “Describe a few of your peers at your company and what type of relationship you have with each of them.” “What did you do on your very best day at work? “What does office politics mean to you,
10、and do you see politics as your job?” “Tell me about a project that you led that failed. Why did it fail and what did you learn?” Organizational 42 6 week bootcamp Self select to a team at the end of it Extreme mobility Leadership 43 People leave managers, not companies Managers held accountable: Su
11、pport and understanding for individual experience Set clear goals/expectations for individual & team Clear, actionable feedback on a timely basis Provide resources, remove roadblocks Hold people accountable Recognize for outstanding impact Leadership 44 Manager + Tech Lead Set the team composition a
12、nd culture Connect the team with context Communicate intent read your mind Move team through stages (forming, storming, norming, performing) Provide signal: All feedback from everyone pre/post mortem Relentless improvement and growth Goals and Planning 45 Mission oriented Goal focused: 50% goals Hor
13、izon: Goals: 6m Outcomes: 1-2y Vision: 2-5y+ Goals and Planning 46 Context context context Brainstorm sessions + goal setting structure the problems/context find leverage points avoid zone-of-indifference build goals + their measurements . then alter the goals Measure measure measure Thanks! Joel Pobar Engineering Director Performance Facebook 47
