Snapchat CEO’s leaked memo on survival
They had a working thing and then ruined it. I’m not sure how they managed to do that with a product change. Didn’t they have a way to release changes and measure impact before just forcing it on their entire user base?<p>Once a company gets to this level, they need to recognize the role that luck played into their original product and design. They hit a resonance with people, and it was probably more luck and timing than anything else. Changes to that core product need to be treated as an experiment and conducted as such. Show some discipline.<p>You can still innovate but those ideas should be made to stand on their own, grow on their own. Just because you have control over a platform with millions of users and can make changes doesn’t automatically mean you can do no wrong at this point. It just means you will have more time and resources before those mistakes take you out of the game completely.<p>He should be punished for his mistakes by the board installing some experienced adult supervision for a while until he shows he can fix his current mess (reverse negative growth) and innovate in at least an additional major product category tangential to Snap. If he can’t do that in the next 24 months, he should step down for the good of the company.