I just heard a talk at Lean Startup Machine NYC by Jonathan Fields, author of the book Uncertainty: Turning Fear and Doubt into Fuel for Brilliance.
John Cassidy penned a powerful piece for the current issue of the New Yorker titled, Mastering the Machine: How Ray Dalio built the world’s richest and strangest hedge fund.
I’m in the research phase of my book on customer experience product failures and I’m pleased to find several books on failure that will inform my work.
One of the most important things I learned when becoming a product manager was being able to see my product as an equation.
I’m a huge fan of the ‘old’ Readability — I hit a button which sucks out the content of a web page into a nicely formatted view, then I usually hit the Evernote button to save it for reading on my Macs or iPhone.
In one of the darker corners of my mind I imagine a future where there are a set of laws and industry standards that dictate the acceptable usability of digital products and services, much like medical or engineering standards.
Part of my research into concept design is to look at where successful products and services came from.
After studying concept design for a while, I’ve come to the conclusion that the single best thing designers can do to come up with better concepts is to do more of them.
Of all the images to come out of the iPad announcement, the one struck me the most was less about the device and more about the experience of it: Lying back on the sofa — isn’t that a nice way to be?
In case you’re wondering how to expose business leaders to the innovative power of design and design research without using those words, read how John Kay does it in the FT: For years research and development scorecards have dutifully recorded how much pharmaceuticals companies spend on the search for new drugs and the expenditure of governments on defence electronics.
As reported in FT: “We are at the end of a difficult generation of business leadership … tough-mindedness, a good trait, was replaced by meanness and greed, both terrible traits,” said Mr Immelt, who succeeded Jack Welch, one of the toughest leaders of his generation, at the helm of the US conglomerate.
A few years ago I wrote an essay on “Strategic Delivery Points” to try and show how great product/service design, customer service, and other points where we deliver service to a customer can actually be a strategic advantage.