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.
“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.
The new habit I’m trying to build is to become what James Altucher calls an Idea Machine. Basically, that means generating 10 ideas per day. They don’t have to be good ideas, just ideas.
The premise is that it builds your idea muscle to the point that you can generate ideas at any time you need. I’m planning to share this experience, so if you’re already reading this blog, stay tuned.
And if you have any questions, leave them in the comments.
Well, there are two types of careers. You can either learn something and then go do it. Or you can learn something and then go do something else.
David Nordfors, The Untapped $140 Trillion Innovation For Jobs Market
Critics jumped on the dorky aspect and the high price, but those weren’t the dooming factors. Early adopters often put up with cost and ridicule for innovations that meet real needs. But no one needs a Segway.
Erika Hall, Just Enough Research
Thought this was a great point, especially on this, the eve of the alleged iWatch.
In the May 2013 edition of HBR, Robert G. Eccles and George Serafeim demonstrate the need for companies to incorporate environmental, social and governance (ESG) into their core strategic innovation initiatives.
At MX Conference 2013, “triple bottom line” was an idea that came up repeatedly. I thought at the time that companies seeking to show performance in terms of profit, people and the planet are bound to venture into misguided efforts. Simply slapping a layer of ESG initiatives doesn’t make a corporation not-evil. And as Eccles and Serafeim show, the increased cost of these efforts will diminish financial performance over time because of the increased cost.
The only exception is for companies that treat ESG as a core part of their innovation work. Firms that make strategic decisions to sensibly innovate their businesses in ways that incorporate ESG will improve their triple bottom line, while most companies are sure to abandon their ESG efforts as they fail to realize return on the investment. I hate to be cynical, but ESG is sure to wind up like every sitcom that added a kid as their ratings faltered.
I have always liked radial menus, but found them a bit awkward on mouse-driven systems. I like the way C-Swipe makes good ergonomic sense, allowing the user to activate menus with the device held in one hand. Check out the proposal and let me know what you think.
Just re-read A Brief Rant on the Future of Interaction Design by Bret Victor. It makes my brain ache with longing for a future where we break away from “pictures under glass.”