That’s typically a 30- to 45-minute discussion, and we have lots of those throughout the course of a week.
Oftentimes, my job is to help tie-break across them, and make what is essentially a trade-off between whether we should do a feature this way, or whether we should do it that way. By the time those types of decisions come to me, they’ve of course gone through multiple levels within my organization, and haven’t been able to get resolved for one reason or the other. There are venues where we are able to get a status of how a particular product is doing in terms of its roadmap, development, readiness to launch, etc.īut they are, critically, decision-making meetings. A lot of the types of meetings that I’m in are what we call “product reviews.” They are meetings that could be about any of our products or features across all of YouTube, oftentimes involving multiple surfaces, multiple teams. Everything from one-on-ones to very large meetings.īut maybe I could give you a flavor of a couple of canonical meetings which, in my view, are the critical decision-making meetings at YouTube as they relate to product. I do want to dive into that, but just give me a sense of your day: what kind of meetings are you in? It’s unique, I think, among all the social platforms that the trust and safety team reports to the product team. That’s really what my team and I do all day, every day. We call them our community guidelines, and so my teams are responsible for that, as well as the design of our products, how they look and feel, how they work, critical user journeys. And I’m also responsible for our trust and safety organization, so everything that has to do with our content policies, what governs the type of content that we allow on our platform, the content that we take down. So: all of our products, from the main app to the Kids app to the Music app. I work very closely with our partners across Google in terms of solutions for our advertising partners. I’m responsible for all of our products, everything that you use as a viewer of YouTube, everything our creators use.
My responsibility is really to help run YouTube. What does the chief product officer at YouTube do all day? But I want to start at the beginning with some very simple questions.
#MOHAN HITS SONGS VIDEOS FULL#
It seems very interesting - it’s a big program, and you’re a full participant in the creator economy. There’s a new monetization system for YouTube Shorts. This transcript has been lightly edited for clarity. Turns out, that feature was shipped a month ago, and neither of us knew about it.īecause YouTube is so big. He said he’d heard the request before and he’d look into it. Second, at the end of this interview I asked Neal to let me watch YouTube videos at 1.5 speed on my TV. We love providing these transcripts, but for this episode I think there’s a lot that gets lost in the back and forth.
Two notes: first, I encourage you to listen to this episode if you can. When people talk about creators and the creator economy, they’re often just talking about YouTube.
And, of course, there are YouTubers, the influencers at the center of the creator economy - the people who have turned YouTube into not only careers, but multimillion dollar businesses that extend into everything from merch drops to cheeseburger restaurants.
#MOHAN HITS SONGS VIDEOS TV#
It operates a linear TV service that competes with cable providers and a music streaming service. Mohan is bullish on Shorts, which he connects to YouTube’s earliest days as a way to quickly share personal videos.īut YouTube is now much more than that it remains the default video hosting platform for the entire internet, in a way that can feel almost invisible. YouTube chief product officer Neal Mohan joined Decoder this week to discuss YouTube’s new $100 million fund to begin paying creators who use YouTube Shorts, which is its competitor to TikTok.
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