Twitter vs. X: Product Lessons For Startup Founders

How do you know if your users are getting value from your product? It might be really easy just to say, well, if they're watching more content on Twitter, that must be good. But, yeah, me watching a bunch of fist fight videos is not what I actually want.

If you're optimizing for a single metric to the exclusion of all other factors, you're probably gonna lead yourself down one of these rabbit holes. This is where I think founder CEOs do have an advantage. They they have the kind of moral authority of, like, I started this company, this is what I believe in. This is where we're going. Welcome to a new series we're doing here at YC.

We're looking at, some of the most popular consumer products from across the Internet and giving you our unvarnished thoughts. Tom and I both have a bunch of experience building products that a lot of consumers have used, and we thought it'd be interesting to just kinda like dive in and take apart some of the most popular products that you all probably use.

So to start with, we're going to explore Twitter or what is it now called? X. X. X. Yeah. Twitter versus X and what has happened over the last year or two under new ownership, let's euphemistically call it. So where should we start? I think there's a ton of things we could talk about, obviously, here.

And and the timing is right. This is like a very perfect moment to talk about Twitter. I'm sure a lot of people are using Twitter these days. By far, the biggest change that I have seen in Twitter over the last year or so is this shift from a, you know, chronological ish feed of topics that you have expressed that you want to follow Yeah.

To now kinda like more of a TikTok feed of stuff that you might be engaging with. Yeah. And really explicitly, I used to see like, Twitter used to feel like a left leaning I mean, you know, I'm a moderate to left leaning person. The content was sort of left leaning politics. And now I just seem to get like MAGA rally after MAGA rally. Same. Yeah. Which is sort of, you know, fine.

That content, I presumed it always existed, but I I just never saw it, and I I don't think I've engaged with it. In a sense, it's sort of imperceptible. You know, it's not like a button has changed or the color scheme has changed, but just somehow the content has quietly morphed in a way that is becoming more and more evident. Yeah.

On that topic in particular, to be fair, I think Elon explicitly said, when you're using Twitter, you should feel equally bad if you're on the far left or on the far right. And perhaps he has achieved that. I don't know. But at least in my own usage of the product, I'm sure that my engagement is up and my happiness when I go and resume my life is lower. Totally. Totally. Feel the same way?

I absolutely agree. Now I see way more videos of, like, some random fight in Mexico City or someone get smacked in the face by something or, like, random cat videos. Stuff is like, you know, it gets the the dopamine hit going or something, but I don't feel like I've learned anything or, like, engaged with someone who's taught me something. Correct. So why does this happen? Why are they doing this?

Well, it's tricky.

When a team and a product manager has a number to to, to work towards, and in this case, like dwell time or engagement or number of minutes each user uses a service, like, a well meaning product team, in my experience, like, tends to optimize and optimize and optimize for that single number, almost without regard for, you know, harder to measure stuff like taste or, like, quality or educational content or I don't know.

What do you think? Yeah. You bring up, I think, the critical point, which is how do you know if your users are getting value from your product? Yeah. Right? It it might be really easy just to say, well, if they're watching more content on Twitter, that must be good. Yeah. They're choosing to do it.

So of course, it's good. But, yeah, me watching a bunch of fistfight videos is not what I actually want. Even though rooted in my lizard brain somewhere, I'm gonna keep watching them. Totally. And when your business model is predicated on advertisers and selling like seconds of video roll, sure, the more hours your users spend on the site, theoretically, you should be getting higher ad spend.

Whereas, there are business models like Google famously who aim to get you off the site as quickly as possible. You're getting value if you you did a search and the first search was so good, you click the first link and you disappear. Correct. Right?

The counterargument that I would make to that is if I am highly engaged in content that ultimately I really don't like, long term retention will be poor. Right? And so eventually, even if your business model is ads and you're getting me to spend a bunch of time on the site, I'm gonna eventually stop using it or I'll switch to something else.

Over time, the quality of the service and the desirability goes and your your best users churn and go somewhere else. So let's talk about if you're gonna go down a path like Twitter has gone down or I should x has gone down where you move to this algorithmic feed and it just figures things out.

Sometimes you'll get users that are in a bad state like I was a few weeks ago where I just felt like every time I used Twitter it was bad and yet I kept using it. So I I tweeted about it and everybody said, oh, you're you're doing it wrong. You need to go and click the little dot dot dot button and say not interested in this post, which I did and it was very effective.

But like, should the product designers make that more explicit? Yeah. Now is it probably a good time to actually dive into the Twitter feed and take a look at it. This is my Twitter feed. I hope there's nothing too embarrassing. The first, the first item is this tweet from a guy called Massimo. I I actually do follow him. His tweets generally pretty good, but it's a sand castle maker, I guess.

You know? If we scroll down, what do we got? Some political stuff. We've got some random soup. What is this? The thing I really noticed is like a bunch of just like political videos, I'm just not really interested in. What percent of the world's population is white? Sixty three.

Forty three. This? 70. 40. I think you want 70. Can't like percent. Why am I seeing this? So what you're saying is I have to go to these three little buttons.

Yes. And if you click not interested in this post, it will, I believe, eventually have you stop seeing Okay. So I don't need to mute or block. I'm just like, no. But but here's a great product design question. Like, they've now given you many tools to potentially solve your problem. Yeah. And I don't know what I'm okay.

Not interested. Fine. Keep In fact, we can maybe pull up the the screenshot I found here. I was trying to like figure out what do I do and I came upon this Reddit thread. How do I stop Twitter from showing me random bullshit in my feed? But yeah, this is basically like the instructions off product on how to use the product. Yeah.

When people need to, like, record long videos telling other people how to use your product, you've probably done something wrong. The question is, again, like, how did we get here? Like, why were these changes made? I suspect a lot of it is top down trying to drive more engagement. The question is where does it go and have they thought through that?

And so like it's it's perhaps useful to look at history and see the kind of the history of social networks and how this has played out for each of them. And so if we start with like Facebook let's say. When Facebook started there was no newsfeed. It was your personal wall. You could post content there. We're aging ourselves now.

The single biggest change that Facebook the product ever made it for the better was moving to this news feed where basically anytime someone would modulate their wall, it would show you the content that you had chosen to see. Yeah. So instead of having to go and creep on each individual person Just put it all there. It was content that you had already expressed that you wanted see. Yeah.

People who followed and they followed and brought it to you. Right? So that made a lot of sense. There was a huge uproar at the time though, if you remember. Yes. There were protests outside the Facebook office, but every single metric was way up. Yeah. And that's probably in the indicative of any consumer product change.

You you change something that people are used to. You're gonna get millions and millions of people screaming about it whether it's good or bad. Yeah. So anyway, Facebook made this change and But but then what happened? Then Facebook got really popular and my mom joined and my sister joined and all these people that I don't really wanna keep in touch with joined.

And so the the Facebook news feed got a little diluted for me. Totally. And then what happened? Instagram came along and it was a new network. It was a different type of content but I think the biggest difference is the network was different and that was great. It was the people I wanted to follow. Yeah. Was actual friends.

The adopters again rather than this broader expanded social group. But then what happened? Everybody else joined. I started following brands. It was interesting for a while but then in the drive for engagement, they just started putting more stuff in my feed that I didn't really wanna watch.

And now I open Instagram and it's like approximately zero photos of my friends and just kinda random clickbait. Yeah. Totally. So it goes from a sort of this tight knit social community. People you're seeing every day, you're engaging with their their photos, and then it sort of broadens out. Like, how did we get from a small social network of my friends to this like just engagement thing? Yes.

And TikTok, the most recent one, I think just skipped straight to the end game. Total speed. Which is like, let's just show all the possible content in the world and let the algorithms figure out what the human brain wants to see. Yeah. And it feels like a a a deeply unsatisfying experience. You're just empty calories perhaps. So yeah. What what can people learn from this?

I I would say what I would try to encourage product builders to think about is like what problem are you really trying to solve in the world? If it's boring like being bored, then TikTok maybe is an awesome product to solve that.

If the product you're trying to build is like connection between real people, then probably you need to very explicitly like fight against this urge to just drive more engagement. Totally. And the sort of understanding that human communities are based around Dunbar's number. You know, you can only really know a 50 people.

And so a social network that kinda constrained itself to that smaller group might be really really interesting. But you have to find a different way to monetize because you're not getting as many eyeballs, as many hours of viewership, therefore your ad revenue goes down and Correct. And shareholder pressure ultimately pushes you towards this algorithmic feed. Alright. So you're Elon.

What should you do? I don't know. I don't know if he bought as a as a commercial concern, really, or for political influence or on a whim as a joke. Yeah. I don't really know. Yeah. I think if I were in charge, the number one thing I would do is I think the idea of an algorithmic feed where it tries to sort the content, the universe of content that you might want to see, sort it per your interest.

I think that makes a ton of sense. The introduction of a lot of entropy content is what I would call it. Content that like maybe I want to see but very likely I don't want to see like the fist fights and the car crashes. I think that needs to be done much more judiciously and much clearer ways for users to give feedback about what they want and don't want. Yeah.

Because as you said earlier, there are these ways to curate Twitter. And actually, it does seem to be pretty effective. You spend five or ten minutes telling it what you like and you don't like, and your your feed gets better. Another way I tried was these, these kind of curated lists up top. So you've got your, obviously, your following tab, which is people some people like it, some people don't.

There are these lists, kind of pre made lists. So when the Ukraine war first broke out, I followed a set of a set of people who seemed to be very well informed, and this is advertising free. There's no random Mexican fist fights. It's it was a pretty high quality way, to learn about what was going on. The same with The UK politics. So we've just had an election in The UK. So it just zooming out.

What you're basically doing is you're inheriting the credibility of work other people have done that you That's exactly what I'm doing. But it's so hard to find these lists. I had to No one has go around. It's it's insane. And these are so so powerful.

And the thing that I find Twitter is still for all of the junk on it, the garbage, the the clickbait, the thing that I found the most valuable is when there truly is a a breaking news event, you know, the the attempted assassination of Trump, the still the first place he got. It's unbelievable. Like, the Ukraine war, UK politics, in those moments, it it shines. Yep.

But when there's nothing happening, it's just feeding you this, like, constant drip feed of junk. Why is it so good at those things? I think it is that it is so easy for first party information owners to put content onto the platform. Yeah.

So like we saw it like during the assassination attempt, we saw a bunch of firsthand videos that the normal media organization would not have produced for us so quickly. Especially magic. It is. And and I feel like community notes have done a relatively good job of calling out the stuff that's fake news versus real news actually. So in in one sense, I think that's been a really positive change.

Maybe let's let's touch on the some of the other changes we've seen over the last twelve months or so. The blue tick, that was a big a big status symbol, originally, wasn't it? Yes. Oh, yeah. Blue tick? I emailed the person I knew, expert, to get it. I got a blue tick. And, yeah, like, the blue check mark was a signal of credibility, I think.

So that other people who saw posts that had that, they knew, like, okay. This is at least somehow legit. It's not just a random bot account doing something. And now you can pay what, like, $7 or $9 a month or something. And you you might have Donald Trump's parody account, but, obviously, parody account always gets truncated, and then you see the blue ticks. It's like, Donald Trump blue tick.

This must be real. Yeah. So I think they overloaded this idea where they wanted to filter out bots and the only way to do it was to get them to pay money. Yeah. That makes sense.

And if they connect that to the blue check though, they now overload this term and now I don't know if it's just a 12 year old in his basement paying for Twitter premium or an actual legit person that I should pay attention to. I mean, people talked about editing tweets for like the longest time as if it was gonna destroy the world or something and it's just really just being fine. Right?

It's fine. It works. You should be able to edit stuff. Yeah. Yep. So that's a kind of big nonevent. If we just look at the sidebar here on the screen of Twitter, what are all those icons on the left? Oh my god.

Yeah. You know? I didn't think I've clicked more than two or three of those. I recently clicked on the Grok one. Which is the Grock? Be that one. Is that one? Okay.

Grock. What happens? This is a perfect example of like a product expanding beyond what I think the users think of it as. Totally. So this is basically ChatGPT inside of Twitter Yeah. Which to me doesn't make a whole lot of sense and I'm sure to any normal person makes zero sense. Okay.

I think this is a great example of probably the job of a founder or product leader which is to clearly articulate to the entire team and to the world what this product is for and how you're supposed to use it. Yeah. And I feel like this is an example of it deviating from that. And I just worry there's just not a lot of great consumer product sense coming out of that.

I think I admire him in many, many ways. I mean, if you saw the recent, SpaceX landings, like, catching the booster in the in the Amazing. Chopsticks, absolutely incredible. But when it comes to mass market consumer product, this does not seem super well thought out. Yeah. Yeah. Jeff Bezos once said that like taste is not transferable across domains and to me this is like a great example of that.

I would say Elon like if I I drive a Tesla I think it's the best car that I've ever sat in. But the taste and the decisions they made on that do not match what I see on Twitter and X these days. Another topic, what's with the name? Why did we change the name to X? I think I've unironically called it x ever. Yeah. And I do not intend to change that. I do not.

It's just astonishing because Twitter, like, got the verb, you know, like, to tweet. When your product gets the verb, you you won. Yeah. Yeah. Like, I googled it. Or with Bump, I don't know if anyone said, I'll I'll bump you. With Monzo in The UK, people said, like, I'll Monzo you money. Monzo me the money.

Like Yeah. We got the verb. Right? Yep. Bump has been shut down for now a decade and Apple just copied it. So fourteen years later, now you can hold your two iPhones together and people literally call it bumping. They're like, we should bump. And I hear that and I'm like, yeah.

No. It's a good name. So how how did we come up with our product names? For me with Bump, we built the product and I showed it to some friends and I said, what did you just do? And they said, we bumped our phones together. And I said, that's the name. That's it. Well, that's one of the beauties of starting a a consumer Internet company like relatively towards the start of the Internet.

I mean, think These names are available. Exactly. The domains, could get Monzo. com. Actually, we were first called Mondo. com because it had these connotations of world in a lot of European languages, Mond or Mundo or, means world, and it's surface slang for awesome. Someone told me, but we we kinda just liked it. We could get the .

com, and then we got sued. This German company, had a conflicting trademark, and so we had to change the name. And we went to our user and asked and, hey. What? We want we like the m. We got a new m logo. What should our new name be? And, like, 14,000 people suggested different names.

And so Monzo was one of them, and it stuck ever since. But I think when you get something short and catchy and you have the verb, just like total insanity to change. I agree. Especially for something as meaningless as x. Right? Like Yeah. That the whole basis of that seems to be Elon Musk is obsessed with the letter x. Yes.

And perhaps the most favorable view of it would be he has in his mind this grand plan of a future product that is not Twitter. Twitter maybe is some tiny piece of it. But he's putting that on the world ahead of saying what that product is and I think it makes no sense. Yeah. I mean, started out pre PayPal. It was was gonna be an all encompassing online bank. Right?

And it sort of merged and there was a big fight over what name they chose. And there've been talks, mostly by Elon, it seems like, that Twitter's going to become a payments platform. So that's a view of this, like, Twitter becomes the everything app. Yeah. I would much prefer if they showed where it's going and then have the name match what people perceive when they see that product. Yeah.

Versus what seems like the opposite. So if you're thinking about changing your name, how do you go about it as a founder? Yeah. Number one, if you think you need to, the best time to do it is now rather than later because there's less, you know, awareness in the world about your product. Yep.

And I think that my advice is just try to pick something that people can easily say and when I say it to you you can type it into Google and spell it right. Yeah. You don't have to ask how is that spelt. Correct. Yeah. Never. And ideally, if you can pull it off, it has something to do with what your product does.

And I think ultimately, the best companies bring meaning to the name often, rather than the other way around. Monzo doesn't mean anything like Yeah. Google didn't mean anything other than some nerdy thing. Yeah. Amazon is a big river in South America. Like, you bring meaning to it as long as you can say it and spell it. And I think that's all that matters.

How do you think all of these changes have impacted the revenue, commercials at Twitter? Right. Well, I don't have any inside information, but from what I've read, a bunch of advertisers don't love the type of content that their ads might appear next to. And so they've pulled out. So I think ad revenue is down significantly. I don't know how the subscription revenue is doing.

I'm sure it's okay, but probably not taking over. So probably the revenue metrics aren't great, but I bet the engagement metrics are off the chart. Yeah. And that's sort of the problem. Right?

When you give a team, especially as a product manager, the singular number to optimize for, just everything else goes goes out the window and you just it's like the infamous sort of AI that's that's tasked with making paper clips. You just end up within the whole world enslaved for this enormous paper Did my job boss. Yeah.

And so I I do think that a lot of top down ownership is really important in things like this. Like when I worked on Google Photos, I was kind of the user that we were designing the product for. And of course there will be critics of that. You know, I was designing the product for how I wanted to use it and there are people who wanted to use it in a different way. Yeah.

But at least it had a consistent worldview of like what this product is for, how you should use it. And it feels like maybe we're getting that from Elon here. And what he wants Twitter to be is just we're not ready for it. Guess, I don't know. To wrap this all up, to kind of summarize what we've talked about, what advice would you give to a product founder who's starting out?

Maybe they're they're hiring their first or second product manager, kinda scaling. I think the number one thing is trying to articulate what is your product for and who is supposed to use it. And what are the good states that a user might get into and what are the states that maybe look good but are actually bad. Yeah. And can you wrap that up into a metric?

Like is there always a metric you're optimizing I'm not sure there is to be honest. Thinking about my example on Twitter, I'm sure my time spent is up. I'm sure every engagement metric, number of likes, number of whatevers is all up. But if you asked me after I closed the app, how do you feel Dave? I would probably say, ugh. That was a waste of my time. Yeah.

I wish I'd been playing with my kids instead. And this is kind of heresy, right, to tell consumer product founders that they just we're not saying they shouldn't have metrics. Sure. Metrics should be part of your toolkit.

But if you're mindlessly optimizing for a single metric to the exclusion of all other factors, you're probably gonna lead yourself down one of these rabbit holes where you end up with a with an engagement file. Yeah. I think this is where the role of the product leader is really important. Because you can just say, we're building it this way.

I might not be picking the optimal way to grow this product, but at least it's gonna be consistent and have a a clear purpose. And I having that kind of clear vision for what you want your product to be over time and and having having the authority as a founder to to kind of enforce that. Right? Like, is where I think founder CEOs do have an advantage.

They they have the kind of moral authority of, I started this company and this is what I believe in. This is where we're going. Yeah. When when you're saying that, I'm thinking of Steve Jobs in building the iPhone and making decisions on what they were gonna do in the iPhone and what things they were explicitly not going to do.

Some of those decisions in hindsight I think they changed and they were probably the wrong decisions. But he was the owner of that and so there was really no debate I think inside of Apple about what things they would do or what things they wouldn't do. It was just baked into the culture. Everyone knew, like, we're gonna do it this way.

And so I wanna thank you all for listening to our first and hopefully a long series of of product deep dives. If you have a product that you would like us to dissect, let us know in the comments. Yeah. Thanks for watching.