How to pronounce “huggy” in English

And Huggy always asked the most incisive questions out there.

And going back to-- Huggy and Bob, you said something earlier.

That's why Huggy's metric, Waze, is that the name that company?

I like Huggy's case with Waze.

So we've been in Silicon Valley-- Huggy, Bob, and I. And there's been this saying for a very long time.

Before I get into interactions with Huggy and Bob, my first exposure to Huggy was almost ten years back.

But just to go to what Huggy's little companies that-- so there's a company called Pulse started by two Stanford students, Ankit and Akshay.

I don't think that Huggy and I would dismiss it.

So, Huggy, your research interests are quite broad.

Well, Huggy, thank you.

Welcome back to "Talks at Google," Bob and Huggy.

So let's give a warm welcome to Bob and Huggy.

I guess, Huggy's looking at me, so that means I'm supposed to go first.

What do you think, Huggy?

Today, we're talking with Huggy about how to create good friction, eliminate bad friction, and how both contribute to scaling effectively.

For the last few years, Bob and Huggy have been working on a podcast, which is now a book called "The Friction Project" right here.

If we broaden it out to like the tech I think the analogy that Huggy and I have been using-- forgive me, it might be too male,

So I mean, to go with Huggy's point, the two things that you need to overcome to get people to subtract,

And so my wife had two teddy bears, Huggy and another one.

And when introducing friction improves an experience, you can call it good friction according to Huggy Rao, professor of organizational behavior at Stanford Graduate

And in particular, there's kind of two principles that are implied in what Huggy said.

And two diagnostic things I would start with, and then Huggy maybe you can jump in, is to go back to this size thing.

And it is my privilege today to introduce two incredible luminaries and real mentors and friends of mine, Professors Bob Sutton and Huggy Rao.

I'm sure many Googlers, especially when Google was just a startup down the road from Stanford, had Bob and Huggy as teachers.

What was it about-- like, just keep adding questions, and-- Well, I mean, let me start and then Huggy-- I mean, the idea of addition sickness--

Yeah, I mean that-- Yeah, it's like the-- Go ahead, Huggy.

We have Huggy Rao and Bob Sutton with us, both from Stanford.

But if I was going to talk about large companies, one of things that becomes increasingly important as they grow larger is-- and this is Huggy's expression--

So the point is that, the different standards in companies are very important for scaling because-- as Huggy would say-- that in good organizations,

But knowing when to hit the brakes, so then you can accelerate later, to use Huggy's metaphor is a lot of what scaling and all

But I'll get to what your saying, but I want to-- and this is actually very good question-- I wouldn't necessarily directly disagree with Huggy, but--

examples that sort of gets to this, so this happened about a year and a half ago, one of my colleagues at Stanford named Huggy Rao, Hayagreeva Rao, we were at an all day meeting

So, anyhow, when, when we interviewed him, Huggy Rao and I, we interviewed him for the McKinsey Quarterly, he described how when

related to you know people that they had claimed to dislike such as Muslims or maybe they were related to an African and there were some huggy kissing scenes