Annotations (10)
“We really thought about our AI efforts as lowering the floor, but raising the ceiling. One example: how do we generate a first draft for you?”— Dylan Field
p. 4
Strategy & Decision Making · Technology & Engineering · Creativity & Innovation
DUR_ENDURING
AI lowers floor, raises ceiling via craft
“When I look back, I go, 'Man, I wish that we had gotten out earlier.' I tell everyone that it's like, what's the smallest increment of the idea that you could get out in an inspiring form. I definitely look back and wish that we had found that smaller bit sooner. It would have made everything easier. But the hard parts were motivating the team without traction.”— Dylan Field
p. 2
Leadership & Management · Business & Entrepreneurship · Psychology & Behavior
DUR_ENDURING
Recorded user struggles to motivate team
“The first things I see people mess up are when to reuse versus when to be inventive. There are plenty of patterns that users already know, and sometimes it's very useful to be inventive and create new patterns. People fail to consider flows. They don't think about where a user's coming from, they think only about a certain state. That context, if they lack it, can hurt them. They often are too indirect.”— Dylan Field
p. 9
Creativity & Innovation · Psychology & Behavior
DUR_ENDURING
Common design mistakes: reuse vs. invent, ignore flows, too indirect
“The founding vision was eliminate the gap between imagination and reality. We were looking at early machine learning approaches applied to creative tools, thinking about what's the potential for something like a BCI in terms of human-computer interaction. That was a vision statement that could last us a long time. The feedback we got was this is so abstract. What the heck are you guys talking about?”— Dylan Field
p. 3
Strategy & Decision Making · Leadership & Management · Business & Entrepreneurship
DUR_ENDURING
Abstract vision confused; made concrete to clarify
“With WebGL, something like Figma became possible for the first time. In the past, you had to be desktop in order to do complex graphics. We were not sure where the limits of WebGL would be. Originally, Evan spent a lot of time building something that was more cross-platform and could target desktop as well as web. We had to rip it all out later because WebGL worked out.”— Dylan Field
p. 6
Technology & Engineering · Strategy & Decision Making
DUR_ENDURING
Built cross-platform hedge, then bet fully on web
“Make the simple things simple, the complex things possible. It's easy to just endlessly do what users want, add more power to applications and then end up with something super complex that's not useful, not approachable. It's one of the biggest risks for Figma that we're always trying to counterbalance is how to make sure that we're not too power user despite people using us for powerful things.”— Dylan Field
p. 9
Strategy & Decision Making · Creativity & Innovation
DUR_ENDURING
Simple things simple, complex possible
“In digital design, we ship AB tests all the time. We're constantly trying new things, seeing if they work. If they don't, you roll them back. No big deal. Completely different mindsets. For industrial design, it's all about you do all the iteration upfront and then you ship something, and this thing you ship is going to be around forever. You make your table, someone buys a table, you don't get to update the table.”— Dylan Field
p. 16
Creativity & Innovation · Strategy & Decision Making
DUR_ENDURING
Digital enables constant iteration; physical requires upfront perfection
“Design is incorporating so many different aspects of culture, of user behavior, of alignment, of craft, of just knowledge about where people are in different flows and more. It's so much about the debate of how it should work as well as the pixel perfection of what it looks like. It's something about creativity meeting problem solving in an interesting way. Even as design is made more accessible, it doesn't mean that craft is made more ubiquitous.”— Dylan Field
p. 5
Creativity & Innovation · Strategy & Decision Making · Psychology & Behavior
DUR_ENDURING
Accessible tools don't create ubiquitous craft
“I think that it's both underhyped and overhyped at the same time. The reasoning capabilities in o1-Pro mode right now still seem underhyped. The level of analysis and thoughtfulness that is now included in answers, the level of intent that can be detected from your prompt. You don't have to be as mechanical about prompting things actually. At the same time, I feel like it's overhyped. There's still very much this outer loop that exists around AI.”— Dylan Field
p. 4
Technology & Engineering · Strategy & Decision Making
DUR_CONTEXTUAL
AI reasoning both under and overhyped
“I think it's important to do things from a perspective of you want them to exist. But yeah, in any situation, if it's a game, then it's a game I want to win. I like to win board games too. I think it's fun to have that gamer mentality, especially when you're on a team. I was never a team sports guy because I'm not very good at sports, but I really like robotics club. We're all together trying to figure out in this sort of more intellectual activity, how do we win?”— Dylan Field
p. 11
Leadership & Management · Psychology & Behavior
DUR_ENDURING
Purpose primary, competition as game
Frameworks (1)
User Research Playback for Team Motivation
Building conviction through witnessing user struggle
When building in private without market traction, team motivation erodes because feedback is indirect and filtered. Recording actual user research sessions and playing them back to the team in group settings creates visceral understanding of user problems. The awkwardness of watching users struggle for five minutes generates more conviction than any written memo or verbal summary.
Components
- Obtain user consent
- Conduct unfiltered research sessions
- Play recordings in group settings
- Debrief after viewing
Prerequisites
- Access to potential users
- Recording capability
- Team buy-in
Success Indicators
- Increased urgency about specific problems
- Unsolicited references to session insights
- Faster consensus on priorities
Failure Modes
- Sessions feel staged
- Team doesn't watch together
- No follow-up action taken
Mental Models (3)
Hedging and Optionality
Decision MakingThe practice of maintaining multiple possible paths forward when facing uncertainty, then committing once clarity emerges. Figma initially built cross-platform infrastructure that could target both desktop and web because they were uncertain whether WebGL would prove sufficient. Once WebGL proved capable, they removed the hedging infrastructure and committed fully to web. The hedge cost engineering time but preserved optionality during the critical platform decision period.
In Practice: Dylan Field describing how they hedged on platform choice by building cross-platform initially, then committed fully to web once uncertainty resolved
Demonstrated by Leg-df-001
Total Cost of Ownership
EconomicsThe principle that the true cost of a decision includes all direct and indirect costs over time, not just the immediate expense. In Ford's case, the $10 million annual cost of the $5 day wage premium was far less than the total cost of 370% annual turnover, which included recruiting costs, training costs, error rates, and lost productivity from inexperienced workers.
In Practice: Dylan Field citing Ford's $5 day decision as example of calculating total cost beyond surface-level expense
Demonstrated by Leg-df-001
Asymmetric Upside
Strategic ThinkingPositioning where downside risk is limited but upside potential is unlimited or disproportionately l
In Practice: Dylan Field explaining Figma's AI strategy as simultaneously making design more accessible while ena
Demonstrated by Leg-df-001
Connective Tissue (1)
Digital software design as fundamentally different from physical industrial design: digital allows continuous iteration and rollback, physical requires upfront perfection
The contrast between digital and physical product design represents different philosophies of creation. Physical products (furniture, hardware, buildings) must be perfected upfront because they cannot be updated after manufacture. Every decision is permanent. Digital products can ship incomplete, test with real users through AB experiments, and roll back failures instantly. This creates fundamentally different risk profiles and design processes. Physical design requires more upfront investment in perfecting the vision; digital design enables learning through rapid iteration. The iterative advantage of digital compounds over time as each small improvement builds on the last.
Dylan Field explaining the difference in mindset between designing physical products (tables) versus digital products (software interfaces)
Key Figures (2)
Henry Ford
1 mentionsFounder of Ford Motor Company
Referenced as example of incentive design through the famous $5 day wage decision, which eliminated 370% annual turnover by paying double the prevailing wage
- Ford's $5 day wage premium cost $10 million annually but eliminated turnover costs that had been far higher
Evan Wallace
1 mentionsCo-founder of Figma
Glossary (2)
BCI
DOMAIN_JARGONBrain-Computer Interface: direct communication pathway between brain and external device
“We were thinking about what's the potential for something like a BCI in terms of human-computer interaction.”
WebGL
DOMAIN_JARGONWeb Graphics Library: JavaScript API for rendering interactive 3D graphics within browsers
“With WebGL, something like Figma became possible for the first time.”
Key People (1)
Henry Ford
(1863–1947)Founder of Ford Motor Company, pioneered assembly line manufacturing
Synthesis
Synthesis
Migrated from Scholia