Efficiency will always tend to overpower effectiveness. Because of this, you’ll never want to have functions focused on effectiveness (sales, marketing, people development, account management, and strategy) reporting to functions focused on efficiency (operations, quality control, administration, and customer service).
Lex Sisney – via organizationalphysics.com
Larry’s recent trip to the Magic Kingdom provides some inspired examples of Experience Design. We put the title debate to bed (hopefully) forever.
— Read on anchor.fm/uxlikeus/episodes/Ending-the-Existential-Crisis-e2jdu8
“If you need a machine and don’t buy it, then you will ultimately find that you have paid for it and don’t have it.”
The right way to look at this new market was not to think, “How can we protect our existing business?” Instead, Blockbuster should have been thinking: “If we didn’t have an existing business, how could we best build a new one? What would be the best way for us to serve our customers?” Blockbuster couldn’t bring itself to do it, so Netflix did instead.
“How Will You Measure Your Life?” by Clayton M. Christensen, James Allworth, Karen Dillon
Eric Ries has some great thinking that compliments my Jobs-to-be-Done approach to user needs. By framing the problem as a desired change in user behavior rather than a set of features, we give the team room to maneuver to the best, validated solution.
Came across this gem in Dave Gray’s Liminal Thinking. It’s impossible to change our governing beliefs if we don’t recognize what they are, and how reflexively we defend even the toxic ones.
“Most boundaries are convenient fictions. What divides the people who are “on” a team from those who are not? What separates one company department or division from another, or an employee from a customer? Boundaries give life structure, which makes us comfortable. But they can also be shifted, rethought, reframed, and reorganized.”
Excerpt From: Gray, Dave. “Liminal Thinking.”
Most of the bad startup ideas I hear are bad not because they’re under threat of someone’s stealing the idea, but because the founder doesn’t know what he or she doesn’t know.
Last week I reported that Evernote had removed its key competitive feature from free users. What I didn’t recognize at the time were the market conditions forcing Evernote to raises prices.
The combined “valuation” of total US unicorns is $486 billion. Their combined profit? $0.