Product configuration and bundling are your key building blocks for designing the right products for the right segments at the right price points. Product configuration is about putting the appropriate features and functionality — those customers need, value, and are willing to pay for — into the product; this process has to be done for each identified segment. Systematic product configuration prevents you from loading too many features into a product and producing a feature shock.

Does our product development team have serious pricing discussions with customers in the early stages of the new product’s development process? If not, why not?What data do we have to show there’s a viable market that can and will pay for our new product?Do we know our market’s WTP range for our product concept? Do we know what price range the market considers acceptable? What’s considered expensive? How did we find out?Do we know what features customers truly value and are willing to pay for, and which ones they don’t and won’t? And have we killed or added to the features as a consequence of this data? If not, why not?What are our product’s differentiating features versus competitors’ features? How much do customers value our features over the competition’s features?

Did we segment before we designed the product? If not, why not?What were the segments? How did we get to these? Which ones would we serve initially? Do they represent a sizable market?What criteria were they based on? How different are these segments in their WTP? Can we respond differently to each segment? If so, how?How did we describe the segments? What observable criteria do we have in these descriptions? Do our descriptions and observable criteria on each segment pass our sales team’s sniff test?How many segmentation schemes do we have in our company? Can we consolidate to one segmentation across product, marketing, and sales?Who in our company is responsible for segmentation? At what point in the innovation cycle does this person (or people) get involved?

Do Segmentation Right:Begin with WTP data — By clustering individuals according to their WTP, value, and needs data, you will discover your segments — groups of people whose needs, value, and willingness to pay differ.Use common sense — Practicality and common sense are as important as statistical indicators.Create fewer segments, not more — Serving each new segment adds significant complexity for sales, marketing, product and service development, and other functions. Smart companies start with a few segments — three to four — and then expand gradually until they reach the optimal number.Don’t try to serve every segment — The products and services you develop should match your company’s overall financial and commercial goals. A segment must deliver enough customers — and enough money — to make the investment worthwhile.Describe segments in detail in order to address them — Investigate whether each segment has observable criteria for customizing your sales and marketing messages to them.

The message here is clear: You need to create segments in order to design highly attractive products for each segment. And you must base your segmentation on customers’ needs, value, and WTP. This way, segmentation becomes a driver of product design and development, not an afterthought.

I didn't have to think too much of what’s good for the company - I usually assumed that whatever I’m doing is what the business needs.

A PFC assessment can be incorporated into an integrated riparian management process through a logical sequence of actions (figure 2). Figure 2. Recommended steps for managing riparian areas using an integrated process. After effectiveness monitoring has been done (step 6), initial objectives are validated and modified if necessary. After implementing adaptive actions, step 6 is repeated to monitor the effectiveness of those actions.Step 7: Implement adaptive actionsStep 6: Monitor and analyze the effectiveness of actions and update resource condition ratings (PFC)Step 5: Design and implement management and restoration actionsStep 4: Identify issues and establish goals and objectivesStep 3: Prioritize reaches for management, restoration, or monitoring actionsStep 2: Identify riparian resource values and complete additional assessmentsStep 1: Assess riparian area function using the PFC method • Identify assessment area and assemble an interdisciplinary team • Review existing information and delineate and stratify reaches • Determine the potential of the reach • Assess the reach and determine its functional rating (validate with monitoring data if necessary)Modifyobjectivesif necessaryMonitoradaptiveactions

Areas of Integrated Governance

. Three points may be proposed about task-orientation. First, there is a sense in which it is more humanly comprehensible than timed labour. The peasant or labourer appears to attend upon what is an observed necessity. Second, a community in which task-orientation is common appears to show least demarcation between "work" and "life". Social intercourse and labour are intermingled - the working-day lengthens or contracts according to the task - and there is no great sense of conflict between labour and "passing the time of day". Third, to men accustomed to labour timed by the clock, this attitude to labour appears to be wasteful and lacking in urgency.1

Smart leaders will not focus so much on exhorting people not to be afraid of change and will instead work to do everything they can to increase a sense of stable, supportive community. Unfortunately, many leaders see stability, community, and a sense of belonging as enemies of innovation — when in reality they are the prerequisites.

When important decisions are not documented, one becomes dependent on individual memory, which is quickly lost as people leave or move to other jobs.

A good manager must have unshakeable determination and tenacity. Deciding what needs to be done is easy, getting it done is more difficult. Good ideas are not adopted automatically. They must be driven into practice with courageous impatience. Once implemented they can be easily overturned or subverted through apathy or lack of follow-up, so a continuous effort is required.

To do a job effectively, one must set priorities. Too many people let their “in” basket set the priorities. On any given day, unimportant but interesting trivia pass through an office; one must not permit these to monopolize his time. The human tendency is to while away time with unimportant matters that do not require mental effort or energy. Since they can be easily resolved, they give a false sense of accomplishment. The manager must exert self-discipline to ensure that his energy is focused where it is truly needed.

The man in charge must concern himself with details. If he does not consider them important, neither will his subordinates. Yet “the devil is in the details.” It is hard and monotonous to pay attention to seemingly minor matters. In my work, I probably spend about ninety-nine percent of my time on what others may call petty details.

And back in the day, everything was GitHub issues. The company internal blog was an issue-only repository. Blog posts were issues, you’d comment on them with comments on issues. Sales deals were tracked with issue threads. Recruiting was in issues - an issue per candidate. All internal project planning was tracked in issues.

Müller-Wille and Scharf ‘Indexing Nature’, also points out that Linnaeus interleaved blanksheets into his texts so that he could take notes. Cooper points out that this had been a common practice in natural historysince at least the late seventeenth century (Cooper, Inventing the Indigenous, 74–5).

First, what were the economies of attention thatguided his commonplacing techniques? Second, what type of impact did his note-taking skillshave upon the way that he arranged information in texts?

The foregoing studies suggest two strands of commonplacing circa 1700. The first was thecollection of authoritative knowledge, usually in the form of quotations. The second was thecollection of personal or natural knowledge, with Francis Bacon’s lists, desiderata and apho-risms serving as early examples. While Moss has shown that the first strand was losing popular-ity by the 1680s, recent scholarship has shown that the second retained momentum through theeighteenth century,9especially in scientific dictionaries,10instructional cards,11catalogues,12

BlackRock employs a stable of former policymakers, underscoring the importance the company occupies in both financial and policymaking ecosystems, in something akin to a shadow government entity.[157] Good government groups have documented 118 examples of “revolving door” activity by the company—cases in which a government official joined BlackRock’s roster, or vice versa.[158] In one particularly troubling example of how Washington’s revolving door operates, in 2017, a former BlackRock executive was put in charge of reviewing the FSOC’s work for the Treasury Department.[159] Unsurprisingly, the Department’s conclusion was that FSOC should “prioritize its efforts to address risks to financial stability through a process that emphasizes an activities-based or industry-wide approach,” the company’s preferred position.[160] This conclusion all but ensures that BlackRock will not be designated for greater regulation by the FSOC under the Trump administration.

The operative content object is the content object to which a request is directed – this is the content object that the user specifically wants, and that the request primarily operates on.

urql stays true to server data and doesn’t provide functions to manage local state like Apollo Client does. In my opinion, this is perfectly fine as full-on libraries to manage local state in React are becoming less needed. Mixing server-side state and local state seems ideal at first (one place for all states) but can lead to problems when you need to figure out which data is fresh versus which is stale and when to update it.

Forty years ago, Michel Foucault observed in a footnote that, curiously, historians had neglected the invention of the index card. The book was Discipline and Punish, which explores the relationship between knowledge and power. The index card was a turning point, Foucault believed, in the relationship between power and technology.

In 1791, France’s revolutionary government issued the world’s first national cataloging code, calling for playing cards to be used for bibliographical records.

Linnaeus experimented with a few filing systems. In 1752, while cataloging Queen Ludovica Ulrica’s collection of butterflies with his disciple Daniel Solander, he prepared small, uniform sheets of paper for the first time. “That cataloging experience was possibly where the idea for using slips came from,” Charmantier explained to me. Solander took this method with him to England, where he cataloged the Sloane Collection of the British Museum and then Joseph Banks’s collections, using similar slips, Charmantier said. This became the cataloging system of a national collection.

Linnaeus had to manage a conflict between the need to bring information into a fixed order for purposes of later retrieval, and the need to permanently integrate new information into that order, says Mueller-Wille. “His solution to this dilemma was to keep information on particular subjects on separate sheets, which could be complemented and reshuffled,” he says.

Against Canvas

All humanities courses are second-class citizens in the ed-tech world.

Why isn’t there anything on our class’s Canvas page? Because Canvas and Blackboard are evil and must be destroyed. So-called “learning management software” is very possibly the worst software ever created by anyone for any purpose, and I will not add to the store of suffering in the world by making use of it. I explain in more detail my objections to Canvas here.

mmv1,2 is also a very nice tool for such a task, applied to the current job, it would be mmv '*.md' 'test - #1.md'

CMP or consent management platform is a platform or a tool to take consent from the visitor to use his/her digital identity for marketing efforts.

Stay engaged. As mentioned above, you are expected to check your GVSU email twice daily, read new posts on CampusWire twice daily, contribute to the discussion board daily, and make at least two significant contributions to CampusWire per week. Make daily engagement with the course a habit, and don’t take days off (unless it’s a weekend and you have all your work done).

Budget your time. MTH 124 is a 5-credit course with no meetings, so you will need to plan on spending about 15-20 hours per week doing mindful work. That’s 3-4 hours per weekday if you choose not to work on weekends. If you are taking other courses or have job of family responsibilities, you’ll need to think about where to put these hours in your daily and weekly schedules. In my experience, the #1 reason students don’t succeed in online courses is overcommitment and not managing time well.

The garden helps us move away from time-bound streams and into contextual knowledge spaces.

I particularly enjoyed the California water commons, with its quiet nod to Elinor Ostrom’s original post-graduate research on emergent cooperation between county water-boards.

I can refer to a section of page in a book by using #(booknr)p(pagenr)(section), for example #8p113a. There are four sections in my journals: A (upper left), B (down left), C (upper right), D (down right).

We still do not understand how information practices from the worlds of learning, finance, industry, and administration cross-pollinated. From the fourteenth century onward, accountants developed complex instructions for note-taking to describe holdings and transactions, as well for the recording of numbers and calculations. By the seventeenth century, merchants, and indeed ship captains, engineers, and state administrators, were known to travel with trunks of memoranda, massive inventories, scrap books, and various ledgers and log books that mixed descriptive notes and numbers. By the eighteenth century, tables and printed forms cut down on the need for notes and required less description and more systematic numerical notes. Notaries also were master information handlers, creating archives for their legal and financial documents and cross-referencing catalogue systems.

Humanists had the tools and even the concepts to invent the cross-referenced thematic library catalogue, but they did not do so. We do not know why it took several hundred years and the Italian director of the British Museum, Antonio Panizzi, to create a truly modern reference catalogue through his “Ninety-One Cataloguing Rules” in 1841.

Why did a figure such as Leibniz fail to use his own tools? Perhaps messiness was the source of his creativity. This is a fact of intellectual originality with which Google must still grapple—libraries, after all, allow for the type of manageable disorder which is often the spark of creativity.

In effect, Too Much to Know is a reference book about reference books, containing chapters on early “information management,” note-taking, reference genres and “finding devices,” compiling, and the impact of reference books.

The humanist remedy for information overload was to produce an unprecedented number of manuals about how to read books. They outlined what Blair calls the four S’s of early modern information management: storage, sorting, selection, summary.

the three types of power commonly discussed in management theory: power-over, power-with, and power-to. These three types of power were first identified by the Mother of Modern Management, Mary Parker Follett. You may also recognize her as the person who coined the term “win-win.” Here are the three types of power: Power-over is extractive. Power-over is extracted from other people, the natural world, etc. Power-over means getting more of the pie. Power-with is gained when we work together, i.e, collective action. Power-to is generative. Power-to is the power we have to create new things. Power-to means making the pie bigger. 

The same is true with my time. So I started blocking all 24 hours of my time (mental breaks, yoga workouts, prepping dinner, sleep, everything) into my digital calendar. There is no time unaccounted for. 

Clinical Data Systems to Support Public Health Practice: A National Survey of Software and Storage Systems Among Local Health Departments

Assessing Open Source Journal Management Software

If you don't control your schedule, it will control you.

It is much easier to track what is going on within the activity. Instead of transporting additional state via ctx, you expose the outcome via an additional end event.

NOTE: Your strategy should be supported using project management best-practices found within the Management Practices. These practices have been developed by industry, spending billions of dollars each year in projects. Of course, they would want their projects to succeed. Your quality of life is at least this important. Take your efforts seriously and manage your efforts.

Lease Management Software

Training and Learning Management System

Real Estate Sales & Marketing Solution

Establish structured daily check-ins: Many successful remote managers establish a daily call with their remote employees.

The great thing about working with reinteractive is you get to work directly with the developers, which is a huge plus. As a technical founder, I find proxying through a project manager adds unnecessary layers of complexity and creates opportunity for human error.

Encapsulation is used to hide the values or state of a structured data object inside a class, preventing direct access to them by clients in a way that could expose hidden implementation details or violate state invariance maintained by the methods.

DSLs can be problematic for the user since the user has to manage state (e.g. am I supposed to call valid? first or update_attributes?). This is exactly why the #validate is the only method to change state in Reform.

The reason Reform does updating attributes and validation in the same step is because I wanna reduce public methods. This is to save users from having to remember state.

One can now picture a future investigator in his laboratory. His hands are free, and he is not anchored. As he moves about and observes, he photographs and comments. Time is automatically recorded to tie the two records together. If he goes into the field, he may be connected by radio to his recorder. As he ponders over his notes in the evening, he again talks his comments into the record. His typed record, as well as his photographs, may both be in miniature, so that he projects them for examination.

OKRs in Product Management

Using integrations with other tools in the product stack such as Jira and GitHub, progress on specific items can be viewed directly from the digital product roadmap, offering an accurate view of how well things are sticking to the schedule

Translating these concepts into attractive visual product roadmaps that connect with a diverse set of internal stakeholders,

Management

PopupState HelperTo make managing the popover state easier, we can use the material-ui-popup-state library to manage the state.

Theemergence of the termcontent strategyitselfrepresents widespread recognition that componentcontent management was in great need of aroadmap.

In its most commondefinition, a genre is a rhetorical action that istypified and socially recognized based on recurrentsituations; members of organizations use genresfor specific communicative and collaborativepurposes [6], [7]

"Organizational change management ensures that the new processes resulting from a project are actually adopted by the people who are affected.”