287 Matching Annotations
  1. Jul 2022
    1. Blant annet ser vi at Canada har mye som likner på våre forhold. De har kaldt klima og de samme naturutfordringene, de har også kurverike baner med tung trafikk. Australia, som er svært store innen tungtrafikk, har derimot lange rette strekninger i tørt klima, men likevel er det mye vi kan lære av hverandre.

      Ofotbanen har noen å se til for å lære

    1. The fearful and fearsome reaction against growing inequality, social dislocation and loss of common identity in the midst of today’s vast wealth creation, unprecedented mobility and ubiquitous connectivity is a mutiny, really, against globalization so audacious and technological change so rapid that it can barely be absorbed by our incremental nature. In this accelerated era, future shock can feel like repeated blows in the living present to individuals, families and communities alike. In this one world, it sometimes seems, a race is on between the newly empowered and the recently dispossessed. 
    1. All of those strings of inventions and questions and ideas feed down towards the present moment like beads on a string to the technologies you hold in your hands and sleep on and under and pass without even noticing.
    2. But it's not just the material that matters. It's the ingenuity and the genius that went into everything we see around us. 
    1. Some governments say labs build a culture of innovation. While a comforting idea, it’s wrong. Research from 2017 has found that while many companies and countries are investing in labs, that does not mean they are becoming more innovative. It concluded, “[Innovation] takes a lot more than opening a lab. It takes a disciplined approach on a number of fronts.”

      So while something like an OpenLab can create value, it's not sufficient to bring in more innovation.

      One could also put it this way: Instead of trying to become "the innovation lab" in our organization, why not use the group as a room where we can discuss how we bring innovation individually to our groups.

    2. innovation communications tactics such as:• Building visibility with “tips from the lab” newsletters, blogs, guides, or tools. Skip the jargon. Put something tangible into the hands of staff.• Helping managers by creating team briefs, case studies and articles for team meetings.• Inviting executives for briefings to build your pool of champions.• Packaging presentations for staff meetings and manager conferences.• Creating basic education programs to help staff and teams solve problems on the job.

      A good list of tactics to communicate about innovation. For example,

      • publish blogs, guides, videos with concrete tips,
      • create a pool of champions
      • basic education programs that help solve problems on the job

      One could also think about a "virtual innovation" lab approach ...

    3. Labs can be a useful piece of the innovation puzzle if managers adopt a systems-thinking strategy, thinking more about their role within the wider government, department or company. They need to shape a culture within the whole organisation that is more open to new ideas, and this could be addressed by focusing more on communication.

      This seems to be the key element here: systems-thinking approach and thinking about our role within our departments.

    4. My team worked like a lab. We focused on (2) to design new services and (4) to create staff and manager resources to improve internal and external services. Every lab should focus on (4) as this drives everything.Labs should be a beacon of insight and knowledge. Prehn was blunt in saying that staff should “climb down from the ivory tower and avoid the tendency of labs to define themselves in opposition to the rest of the organization,” adding, “Please, lose the arrogant attitude.” That’s sound advice.

      "Labs should be a beacon of insight and knowledge". And: a(ny) "normal" team can work like a lab.

    5. Government policy innovationPublic services innovation (including service design and digital)Science and technology — governments employ thousands of scientists, engineers and researchers. Labs can think of ways for them to become more effective.Management systems innovation — “innovate” how government innovates to build skills, capacity and culture.
      • Government policy innovation
      • Public services innovation (including service design and digital)
      • Science and technology — governments employ thousands of scientists, engineers and researchers. Labs can think of ways for them to become more effective.
      • Management systems innovation — “innovate” how government innovates to build skills, capacity and culture.

      The article speaks about that "Management systems innovation" -- the way howe we build skills, capacity and culture -- is a key element for successful attempts for governments to innovation.

      Concentrating on these aspects -- howe we work together, how we develop skills and capacity -- might be the key ingredients for a future for the OpenLab -- and the future of the innovation activities.

      Maybe we could start offering "services" from the "OpenLab" to managers and teams ...?

    1. https://en.wikipedia.org/wiki/TRIZ

      TRIZ (/ˈtriːz/; Russian: теория решения изобретательских задач, teoriya resheniya izobretatelskikh zadatch), literally: "theory of inventive problem solving " is “the next evolutionary step in creating an organized and systematic approach to problem solving. The development and improvement of products and technologies according to TRIZ are guided by the objective Laws of Engineering System Evolution. TRIZ Problem Solving Tools and Methods are based on them.” In another description, TRIZ is "a problem-solving, analysis and forecasting tool derived from the study of patterns of invention in the global patent literature".

      It was developed by the Soviet inventor and science-fiction author Genrich Altshuller (1926-1998) and his colleagues, beginning in 1946. In English the name is typically rendered as the theory of inventive problem solving, and occasionally goes by the English acronym TIPS.

    1. Large companies often have divisions and functions with innovation, incubation and technology scouting all operating independently with no common language or tools Innovation heroics as the sole source of deployment of new capabilities are a sign of a dysfunctional organization Innovation isn’t a single activity (incubators, accelerators, hackathons); it is a strategically organized end-to-end process from idea to deployment Somewhere three, four or five levels down the organization are the real centers of innovation – accelerating mission/delivering innovative products/services at high speed The CTO’s job is to: create a common process, language and tools for innovation make them permanent with a written innovation doctrine and policy And don’t ever tell anyone you’re a “short timer”
    1. Sep 26, 2016 — Skills for innovation. Education policies to foster innovation have traditionally focused on increasing participation in science, technology ...
  2. Jun 2022
    1. Under the new rules, consumers will no longer need a different charging device and cable every time they purchase a new device, and can use one single charger for all of their small and medium-sized portable electronic devices. We have also added provisions on wireless charging being the next evolution in the charging technology and improved information and labelling for consumers

    1. The paradox of hoarding isthat no matter how much we collect and accumulate, it’s neverenough.

      How is the paradox of hoarding related to the collector's fallacy?

      Regardless of how much you collect, you can't take it with you. So what's the value? - Having and using it to sustain you while you're alive. - Combining it in creative ways to leave behind new ideas and new innovations for those who follow you. - others?

    2. If we overlay the four steps of CODE onto the model ofdivergence and convergence, we arrive at a powerful template forthe creative process in our time.

      The way that Tiago Forte overlaps the idea of C.O.D.E. (capture/collect, organize, distill, express) with the divergence/convergence model points out some primary differences of his system and that of some of the more refined methods of maintaining a zettelkasten.

      A flattened diamond shape which grows from a point on the left so as to indicate divergence from a point to the diamond's wide middle which then decreases to the right to indicate convergence  to the opposite point. Overlapping this on the right of the diamond are the words "capture" and "organize" while the converging right side is overlaid with "distill" and "express". <small>Overlapping ideas of C.O.D.E. and divergence/convergence from Tiago Forte's book Building a Second Brain (Atria Books, 2022) </small>

      Forte's focus on organizing is dedicated solely on to putting things into folders, which is a light touch way of indexing them. However it only indexes them on one axis—that of the folder into which they're being placed. This precludes them from being indexed on a variety of other axes from the start to other places where they might also be used in the future. His method requires more additional work and effort to revisit and re-arrange (move them into other folders) or index them later.

      Most historical commonplacing and zettelkasten techniques place a heavier emphasis on indexing pieces as they're collected.

      Commonplacing creates more work on the user between organizing and distilling because they're more dependent on their memory of the user or depending on the regular re-reading and revisiting of pieces one may have a memory of existence. Most commonplacing methods (particularly the older historic forms of collecting and excerpting sententiae) also doesn't focus or rely on one writing out their own ideas in larger form as one goes along, so generally here there is a larger amount of work at the expression stage.

      Zettelkasten techniques as imagined by Luhmann and Ahrens smooth the process between organization and distillation by creating tacit links between ideas. This additional piece of the process makes distillation far easier because the linking work has been done along the way, so one only need edit out ideas that don't add to the overall argument or piece. All that remains is light editing.

      Ahrens' instantiation of the method also focuses on writing out and summarizing other's ideas in one's own words for later convenient reuse. This idea is also seen in Bruce Ballenger's The Curious Researcher as a means of both sensemaking and reuse, though none of the organizational indexing or idea linking seem to be found there.


      This also fits into the diamond shape that Forte provides as the height along the vertical can stand in as a proxy for the equivalent amount of work that is required during the overall process.

      This shape could be reframed for a refined zettelkasten method as an indication of work


      Forte's diamond shape provided gives a visual representation of the overall process of the divergence and convergence.

      But what if we change that shape to indicate the amount of work that is required along the steps of the process?!

      Here, we might expect the diamond to relatively accurately reflect the amounts of work along the path.

      If this is the case, then what might the relative workload look like for a refined zettelkasten? First we'll need to move the express portion between capture and organize where it more naturally sits, at least in Ahren's instantiation of the method. While this does take a discrete small amount of work and time for the note taker, it pays off in the long run as one intends from the start to reuse this work. It also pays further dividends as it dramatically increases one's understanding of the material that is being collected, particularly when conjoined to the organization portion which actively links this knowledge into one's broader world view based on their notes. For the moment, we'll neglect the benefits of comparison of conjoined ideas which may reveal flaws in our thinking and reasoning or the benefits of new questions and ideas which may arise from this juxtaposition.

      Graphs of commonplace book method (collect, organize, distill, express) versus zettelkasten method (collect, express, organize (index/link), and distill (edit)) with work on the vertical axis and time/methods on the horizontal axis. While there is similar work in collection the graph for the zettelkasten is overall lower and flatter and eventually tails off, the commonplace slowly increases over time.

      This sketch could be refined a bit, but overall it shows that frontloading the work has the effect of dramatically increasing the efficiency and productivity for a particular piece of work.

      Note that when compounded over a lifetime's work, this diagram also neglects the productivity increase over being able to revisit old work and re-using it for multiple different types of work or projects where there is potential overlap, not to mention the combinatorial possibilities.

      --

      It could be useful to better and more carefully plot out the amounts of time, work/effort for these methods (based on practical experience) and then regraph the resulting power inputs against each other to come up with a better picture of the efficiency gains.

      Is some of the reason that people are against zettelkasten methods that they don't see the immediate gains in return for the upfront work, and thus abandon the process? Is this a form of misinterpreted-effort hypothesis at work? It can also be compounded at not being able to see the compounding effects of the upfront work.

      What does research indicate about how people are able to predict compounding effects over time in areas like money/finance? What might this indicate here? Humans definitely have issues seeing and reacting to probabilities in this same manner, so one might expect the same intellectual blindness based on system 1 vs. system 2.


      Given that indexing things, especially digitally, requires so little work and effort upfront, it should be done at the time of collection.


      I'll admit that it only took a moment to read this highlighted sentence and look at the related diagram, but the amount of material I was able to draw out of it by reframing it, thinking about it, having my own thoughts and ideas against it, and then innovating based upon it was incredibly fruitful in terms of better differentiating amongst a variety of note taking and sense making frameworks.

      For me, this is a great example of what reading with a pen in hand, rephrasing, extending, and linking to other ideas can accomplish.

    3. As powerful and necessary as divergence is, if all we ever do isdiverge, then we never arrive anywhere.

      Tiago Forte frames the creative process in the framing of divergence (brainstorming) and convergence (connecting ideas, editing, refining) which emerged out of the Stanford Design School and popularized by IDEO in the 1980s and 1990s.

      But this is just what the more refined practices of maintaining a zettelkasten entail. It's the creation of profligate divergence forced by promiscuously following one's interests and collecting ideas along the way interspersed with active and pointed connection of ideas slowly creating convergence of these ideas over time. The ultimate act of creation finally becomes simple as pulling one's favorite idea of many out of the box (along with all the things connected to it) and editing out any unnecessary pieces and then smoothing the whole into something cohesive.

      This is far less taxing than sculpting marble where one needs to start with an idea of where one is going and then needs the actual skill to get there. Doing this well requires thousands of hours of practice at the skill, working with smaller models, and eventually (hopefully) arriving at art. It's much easier if one has the broad shapes of the entirety of Rodin, Michelangelo, and Donatello's works in their repository and they can simply pull out one that feels interesting and polish it up a bit. Some of the time necessary for work and practice are still there, but the ultimate results are closer to guaranteed art in one domain than the other.


      Commonplacing or slipboxing allows us to take the ability to imitate, which humans are exceptionally good at (Annie Murphy Paul, link tk), and combine those imitations in a way to actively explore and then create new innovative ideas.

      Commonplacing can be thought of as lifelong and consistent practice of brainstorming where one captures all the ideas for later use.


      Link to - practice makes perfect

    4. This standardized routine is known as the creative process, and itoperates according to timeless principles that can be foundthroughout history.

      If the creative process has timeless principles found throughout history, why aren't they written down and practiced religiously withing our culture that is so enamored of creativity and innovation?

      As an example of how this isn't true, we've managed to lose our commonplace tradition and haven't really replaced it with anything useful. Even the evolved practice of the zettelkasten has been created and generally discarded (pun intended) without replacement.

      How much of our creative process is reliant on simple imitation, which is a basic human trait? It's typically more often that imitation juxtaposed with other experiences which is the crucible of innovation. How often, if ever, is true innovation in an entirely different domain created? By this I mean innovation outside of the adjacent possible domains from which it stems? Are there any examples of this?

      Even my own note taking practice is a mélange of broad imitation of what I read combined with the combinatorial juxtaposition of other ideas in an attempt to create new ideas.

    5. Tags can overcomethis limitation by infusing your Second Brain with connections,making it easier to see cross-disciplinary themes and patterns thatdefy simple categorization.

      Forte frames things primarily from a digital perspective so he talks about folders and tags, but seems to wholly forget the grand power of having an subject index. While they're broadly the same, it's as if he's forgoing two thousand years of rhetorical tradition to have something that seems new and innovative, but which are paths that are incredibly well travelled.

    6. Our creativity thrives on examples

      This pulls into question our zeal for innovation. Most thought is created and honed against other pre-existing thought.

      Some of the fun of note taking is not only rewriting an idea in one's own words for potential understanding, but expanding upon it to extend the ideas, sometimes based on our pre-existing world view and knowledge. The rest is linking this idea into place with our other knowledge and then combining an permuting it with that knowledge to create new knowledge.


      This seems to be a building block of the broader idea of "combinatorial creativity".

      link to: - Annie Murphy Paul's contention that imitation > innovation - Lee Vinsel's The Innovation Delusion: How Our Obsession with the New Has Disrupted the Work That Matters Most

      can imitation lead to innovation?

      innovation is the use of combinatorial creativity to make new things... rarely, if ever?, is true innovation made from whole cloth, there is always(?) something used as a base which is extended.

  3. May 2022
    1. What does it look like to move from mindless consumption tomindful creation?

      Collecting ideas and creating links between them in a zettelkasten can seemingly solve this problem with "little" work. :)

    1. Innovation is opening up educational policies and practices.

      A tool one can use to think about different ways of opening education is Open Learning Experience Bingo, a "game" you can apply to learning experiences and identify and/or imagine different ways to open them up.

  4. Apr 2022
    1. It is always about the new The frontpage of any content-driven media is often geared towards the latest happenings. But what if there are old gems hidden beyond? A new user wouldn’t be able to discover them.

      Older content may broadly be considered more valuable than newer content. The fact that it has been "tried and true" gives it enormously more value than newer and untested content.

      Newer content is primarily valuable solely because it is new. How much of it will live on to become old content without falling off of the long tail of the value distribution?

      Link this to the idea of imitation > innovation in Annie Murphy Paul's book The Extended Mind.

      Link this to the fact that NASA uses 30+ year old software and systems in their outer-space program because all the glitches and bugs have been found and it's far more reliable.


      Finding the older gems has generally been the sort of driving idea behind @peterhagen and his https://lindylearn.io/ site -- particularly his Hacker News tool.

    1. SmartDevelopmentFund [@SmartDevFund]. (2021, November 2). A kit that enables users to disable misinformation: The #DigitalEnquirerKit empowers #journalists, civil society #activists and human rights defenders at the #COVID19 information front-line. Find out more: Http://sdf.d4dhub.eu #smartdevelopmentfund #innovation #Infopowered https://t.co/YZVooirtU9 [Tweet]. Twitter. https://twitter.com/SmartDevFund/status/1455549507949801472

    1. Humans’ tendency to“overimitate”—to reproduce even the gratuitous elements of another’s behavior—may operate on a copy now, understand later basis. After all, there might begood reasons for such steps that the novice does not yet grasp, especially sinceso many human tools and practices are “cognitively opaque”: not self-explanatory on their face. Even if there doesn’t turn out to be a functionalrationale for the actions taken, imitating the customs of one’s culture is a smartmove for a highly social species like our own.

      Is this responsible for some of the "group think" seen in the Republican party and the political right? Imitation of bad or counter-intuitive actions outweights scientifically proven better actions? Examples: anti-vaxxers and coronavirus no-masker behaviors? (Some of this may also be about or even entangled with George Lakoff's (?) tribal identity theories relating to "people like me".

      Explore this area more deeply.

      Another contributing factor for this effect may be the small-town effect as most Republican party members are in the countryside (as opposed to the larger cities which tend to be more Democratic). City dwellers are more likely to be more insular in their interpersonal relations whereas country dwellers may have more social ties to other people and groups and therefor make them more tribal in their social interrelationships. Can I find data to back up this claim?

      How does link to the thesis put forward by Joseph Henrich in The WEIRDest People in the World: How the West Became Psychologically Peculiar and Particularly Prosperous? Does Henrich have data about city dwellers to back up my claim above?

      What does this tension have to do with the increasing (and potentially evolutionary) propensity of humans to live in ever-increasingly larger and more dense cities versus maintaining their smaller historic numbers prior to the pre-agricultural timeperiod?

      What are the biological effects on human evolution as a result of these cultural pressures? Certainly our cultural evolution is effecting our biological evolution?

      What about the effects of communication media on our cultural and biological evolution? Memes, orality versus literacy, film, radio, television, etc.? Can we tease out these effects within the socio-politico-cultural sphere on the greater span of humanity? Can we find breaks, signs, or symptoms at the border of mass agriculture?


      total aside, though related to evolution: link hypercycles to evolution spirals?

    2. Gerard Tellis and Peter Golder, both professors of marketing, conducted ahistorical analysis of fifty consumer product categories (including diapers, fromwhich the Pampers versus Chux example was taken). Their results showed thatthe failure rate of “market pioneers” is an alarming 47 percent, while the meanmarket share they capture is only 10 percent. Far better than being first, Tellisand Golder concluded, is being what some have called a “fast second”: an agileimitator. Companies that capitalize on others’ innovations have “a minimalfailure rate” and “an average market share almost three times that of marketpioneers,” they found. In this category they include Timex, Gillette, and Ford,firms that are often recalled—wrongly—as being first in their field.
    3. Under the Romantics’ influence, imitation did not merely become less favoredthan previously. It came to be actively disdained and disparaged—an attitudethat was carried forward into succeeding decades. The naturalists of the latenineteenth century described imitation as the habit of children, women, and“savages,” and held up original expression as the preserve of European men.Innovation climbed to the top of the cultural value system, while imitation sankto an unaccustomed low.
    4. The third advantage of imitation: copiers can evade mistakes by steering clearof the errors made by others who went before them, while innovators have nosuch guide to potential pitfalls.
    5. by copying others, imitators allow other individuals to act asfilters, efficiently sorting through available options.
    6. As for which strategy worked best, there was really no contest: copying wasfar and away the most successful approach. The winning entry exclusivelycopied others—it never innovated. By comparison, a player-bot whose strategyrelied almost entirely on innovation finished ninety-fifth out of the one hundredcontestants.

      Kevin N. Laland, Darwin’s Unfinished Symphony: How Culture Made the Human Mind (Princeton: Princeton University Press, 2017), 50.

    1. Investors rarely try to break through a poison pill threshold, securities experts say, with the caveat that Mr. Musk rarely abides by precedent.

      I love this sentence. It's the best compliment you can give him.

    1. Krapp argues that, despite its ‘respectablelineage’, the card index generally ‘figures only as an anonymous,furtive factor in text generation, acknowledged – all the way into thetwentieth century – merely as a memory crutch’ (361).2 A keyreason for this is due to the fact that the ‘enlightened scholar isexpected to produce innovative thought’ (361); knowledgeproduction, and any prostheses involved in it, ‘became and remaineda private matter’ (361).

      'Memory crutch' implies a physical human failing that needs assistance rather than a phrase like aide-mémoire that doesn't draw that same attention.

  5. Mar 2022
    1. “We went down the Silicon Valley route—hiring from Facebook, from Twitter,” he says, adding that many recruits had little understanding of gaming or livestreaming and were “unwilling to learn what this community was, why it was special.”

      Interesting argument that to build unique products, you need to hire people uniquely interested in the mission.

  6. Feb 2022
    1. What, we discussed, were the headlines from the event? No one was sure, as we agreed that Musk had not really broken any news.

      I noticed the same about the presentation. It seemed like Musk is becoming more adept at adept at selling his vision (e.g. addressing "why invest in space" criticism), but shied away from any concrete information about SpaceX's plans.

      He even joked about "it's not done yet" so many times I suspect there isn't much to report at the moment. I wonder what's the reason for this update now.

    1. Indeed, the Jose-phinian card index owes its continued use to the failure to achieve a bound

      catalog, until a successor card catalog comes along in 1848. Only the<br /> absence of a bound repertory allows the paper slip aggregate to answer all inquiries about a book ’ s whereabouts after 1781. Thus, a failed undertaking tacitly turns into a success story.

      The Josephinian card index was created, in part on the ideas of Konrad Gessner's slip method, by accumulating slips which could be rearranged and then copied down permanently. While there was the chance that the original cards could be disordered, the fact that the approximately 300,000 cards in 205 small boxes were estimated to fill 50 to 60 folio volumes with time and expense to print it dissuaded the creation of a long desired compiled book of books. These problems along with the fact that new books being added later was sure to only compound problems of having a single reference. This failure to have a bound catalog of books unwittingly resulted in the success of the index card catalog.

    1. as if he could see his own bright future unfolding before him.

      He did see a bright potential before him, and that's precisely why he had a change at succeeding. I don't like the latent criticism about innovation in this article, it feels mostly like envy to me.

  7. Jan 2022
    1. the creation, publication, and governance of useful, usable content.

      This is a great compact definition of what Content Innovation is about (in a narrower domain).

  8. Dec 2021
    1. Jobs are multifaceted. They’re never simply about function; they have powerful social and emotional dimensions
  9. Nov 2021
    1. gs approaches, in the latest upd... 11 Nov 21 | Podcast COPwatch7: draft agreement made in Scotland, but not from girders In the latest update from the COP26 meeti

      Innovation Forum specialises in sustainability events and publishing around business-critical issues. Our mission is to help make sustainability mainstream in business

  10. Oct 2021
    1. First, set clear goals and prioritize among conflicting goals (for instance, price to maximize revenue but ensure a 10 percent profit increase).Second, pick one of the three types of pricing strategies: maximization, skimming, or penetration.Third, set price-setting principles that define the rules of your monetization models, price differentiation, price endings, price floors, and price increases.Finally, define your promotional and competitive reaction principles to avoid knee-jerk price reactions.

      Il documento di [[Strategia di monetizzazione]] dovrebbe essere costruito su 4 blocchi:

      • Avere obiettivi chiari e messi in priorità tra loro, specialmente tra gli obiettivi in conflitto;
      • Prendere una decisione riguardo una delle strategie di prezzo tra: massimizzazione, skimming o penetrazione;
      • Stabilire dei principi che determinino le regole riguardo i modelli di monetizzazione, la differenziazione di prezzo ecc;
      • Definire pattern di prezzo in reazione ai competitor e di promozione, per evitare di fare errori;
    2. A pricing strategy is your short- and long-term monetization plan. The best companies document their pricing strategies and make it a living and breathing document.

      È importante delineare una #[[Strategia di monetizzazione]] che sia a breve termine, come a lungo termine. Tale documento raccoglie le diverse strategie di pricing e deve essere costantemente aggiornato e monitorato.

    3. What monetization model do we envision for our new product? Why is it the right one, and how did we choose it?Which models did we not pick, and why?What are the most important trends in our industry? How do they affect our choice of a monetization model? How do we plan to monetize our product if customer usage varies significantly? Which price structures have we considered and why?Do we have the right capabilities and infrastructure to execute the chosen monetization model and price structure?

      Queste sono domande che il CEO dovrebbe porsi riguardo la scelta del modello di #pricing

    4. To have a chance at converting free customers to paid customers, you need to test what benefits they will pay for and ensure a functional free experience. You also need to know exactly how many customers will actually be willing to pay. What’s more, you must avoid giving the farm away for free because it will leave your premium offering with very little value.

      Nel caso del #pricing #freemium è importante considerare che l'obiettivo è quello di convertire le persone free in persone paganti. Per farlo è necessario però capire quali sono i benefici per cui queste persone sono disposte a pagare, bisogna anche evitare di dare via tutto gratis togliendo valore alla nostra offerta premium.

    5. Customers pay when they use or benefit from the product. This can be exceptionally successful if you can align the metric directly to how customers perceive value. This can be effective if you are adept at predicting future trends. The alternative pricing model makes sense when your innovation creates significant value to end customers but you cannot capture a fair share of that value using traditional monetization models.

      Il modello di pricing del #[[alternate metric]] si applica quando i clienti pagano se usano effettivamente il prodotto. Questo tipo di modello ha senso solo se il tuo prodotto genera un'innovazione tale che non riesci a trovare un modello di #pricing adatto

    6. Auctions — competition based pricing for goods and services. Google AdWords, eBay, and other two-sided marketplaces use auctions. Market determines price. If you can control inventory for an in demand product, you should consider this model.

      Il modello delle #aste è un modello in cui il mercato determina il prezzo di un bene. Se si è in controllo di un prodotto per cui c'è tanta richiesta, allora bisogna considerare questo modello.

    7. Dynamic pricing — airline industries, Uber offer dynamic pricing for peak demand times. Dynamic pricing boosts the monetization of fixed and constrained capacity. Complex model requiring extensive data analytics.

      Il modello del #[[pricing dinamico]] è il modello tipico di Uber e delle linee aeree. Questo modello migliora le vendite di disponibilità limitate e fisse. Si tratta di un modello complesso, richiede tanti dati ed analisi.

    8. Subscription —recurring revenue increases customer lifetime revenue, revenue predictability, cross-sell and upselling opportunities. Works well in online and offline services where the product is used continually, in competitive industries, and where it can reduce barriers to entry through large upfront payments.

      In che casi ha senso utilizzare un modello di pricing basato su #abbonamento ?

      Quando si sceglie questa opzione ci si ritrova in una situazione in cui gli acquisti ricorrenti aumentano il #[[lifetime value]] dei clienti, inoltre è possibile stimare delle previsioni di vendita proprio a causa dei pagamenti ricorrenti, ci sono tante opportunità di #cros-sell e di #upsell.

      È un sistema adatto sia ai servizi online che offline ma la condizione è che il prodotto venga usato continuamente ed inoltre è ottimale nelle situazioni in cui riduce le barriere all'entrata tramite un grande pagamento in anticipo.

    9. What are the product configuration/bundles we plan to offer? Why did we pick these offers? Do they align with our key segments? If not, why not?What are the leader, filler, and killer features for the new product or service our company is developing? How did we find out?Have we explored a good/better/best approach to product configuration and bundling? What do we expect sales to be for each product configuration? Is the share of the basic product configuration lower than 50 percent? If not, why not?Have we explored bundling our new product with existing products? What would be the benefits for us and the customers?Have we considered unbundling as an opportunity? What would be the benefits to customers and our business (if any)?

      Queste sono le domande che un CEO dovrebbe porsi riguardo i bundle di prodotto:

      • Quali sono i bundle che abbiamo deciso di offrire? A che prezzo? Queste offerte si allineano con i segmenti individuati?
      • Quali sono le caratteristiche leader, filler e killer di questo bundle? Come le abbiamo scoperte?
      • Quali sono le opzioni bene/meglio e top per questo bundle? Quali ci aspettiamo siano le vendite per ogni bundle? La condivisione della configurazione base del prodotto è al di sotto del 50%? Se no, perché?
      • Abbiamo ipotizzato di creare bundle di prodotto con altri prodotti? Quali sarebbero i benefici nostri e dei clienti?
      • Abbiamo considerato l'ipotesi di smantellare il bundle? Quali sarebbero i vantaggi per noi e per i clienti?
    10. Align offers with segmentsDon’t go beyond nine benefits or four productsCreate win-win bundles for you and the customerDon’t give away too much in the entry-level product. Look at customer distribution by product and upsell percentage to qualify a problemHard bundles might not work and an a la carte bundle may be betterPer product pricing needs to be higher than bundled pricingMessaging and communicating the value of the bundle is a sales opportunity depending on what product or feature they are afterBundle an integrated experience and charge a premium instead of a discountDon’t bundle for the sake of bundlingLook for inverse correlations and exploit both by including the nice to have inverse.

      Questi sono alcuni dei consigli che bisogna considerare nella creazione di configurazioni di prodotto diverse.

      • Allineare l'offerta ai segmenti;
      • Non andare oltre i 9 benefits o i 4 prodotti;
      • Crea bundle che siano vittoria per te e per i consumatori;
      • Non dare troppo valore nel prodotto di entrata, guarda la distribuzione dei clienti per prodotto e fai upsell in percentuale, così da qualificare il problema;
      • I bundle fissi potrebbero non funzionare, quelli personalizzati invece si;
      • Il prezzo per singolo prodotto deve essere più alto di quello in bundle;
      • Comunicare il valore del bundle può essere una opportunità di vendita a seconda di quale prodotto si sta cercando di vendere;
      • Crea un'esperienza premium riguardo il tuo prodotto e dalle un prezzo premium, invece che un prezzo scontato;
      • Non creare bundle semplicemente per lo sfizio;
      • Cerca correlazioni inverse includendo l'opposto delle feature nice to have;
    11. Establishing which features are leaders (must-haves), fillers (nice-to-haves), and killers (features that are deal killers), andCreating good/better/best options.

      Due sono gli aspetti principali di una configurazione di prodotto efficace:

      • Bisogna stabilire le caratteristiche leader (must have), filler (nice to have) e killer
      • Bisogna creare delle opzioni di prodotto che siano buone, migliori, top
    12. 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.

      Un prodotto deve essere creato configurando le giuste caratteristiche in dei bundle che rispettino i determinati segmenti che abbiamo individuato. Ogni configurazione di prodotto deve rispettare i determinati bisogni, valori e WTP dei segmenti.

    13. 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?

      Queste sono valutazioni che deve fare il CEO riguardo il #pricing del prodotto da lui creato.

      Tra le valutazioni e domande da porsi ci sono:

      • Il team rivolto al prodotto ha avuto una seria discussione riguardo il #pricing? Se no, perché non è accaduto?
      • Quali dati abbiamo che indicano che c'è un mercato che può e vuole pagare per questo prodotto?
      • Conosciamo il range di #WTP del nostro concetto di prodotto? Sappiamo il nostro target quali prezzi ritiene accettabili, esagerati ed immotivati? Come lo abbiamo scoperto?
      • Sappiamo quali caratteristiche del prodotto hanno maggiore valore agli occhi dei consumatori, quali sono disposti a pagare e quali invece non hanno alcun valore? Se no, perché?
      • Quali sono le caratteristiche del nostro prodotto che sono elemento di #differenziazione rispetto ai prodotti dei nostri competitor? Quanto valore hanno queste caratteristiche agli occhi dei consumatori?
    14. 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?

      Queste sono le domande che un CEO dovrebbe porsi riguardo la segmentazione per la creazione di un prodotto.

      • Abbiamo fatto una segmentazione prima di creare il prodotto? Se no perché?
      • Quali sono i segmenti che abbiamo individuato, in che modo ci siamo arrivati, quale abbiamo deciso di servire inizialmente, rappresentano un mercato sostenibile?
      • In funzione di quale criterio sono distinti i segmenti? In che modo cambia la #WTF dei differenti segmenti? Possiamo rispondere diversamente ad ogni segmento?
      • In che modo descriviamo i segmenti? Quali sono i criteri osservabili che abbiamo in queste descrizioni?
      • Quanti schemi di segmentazione abbiamo? Riusciamo a consolidare su un solo segmento tutte le nostre energie aziendali?
      • Chi è il responsabile della segmentazione? In che momento interviene?
    15. 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.

      Come si può segmentare in maniera efficace?

      1. Si comincia con i dati emersi dall'analisi sul #WTP, si creano cluster di individui in funzione di WTP, valori e bisogni, così emergono dei segmenti;
      2. Punta a pochi segmenti, non molti, ogni segmento porta con sé entropia che deve essere gestita, il numero ideale di segmenti è 3-4 e poi ci si espande in maniera graduale fino a raggiungere il numero ottimale;
      3. Non devi servire ogni segmento, il prodotto che crei dovrebbe essere coerente con gli obiettivi generali ed economici della tua azienda. Un segmento deve essere visto come un investimento;
      4. Descrivi ogni segmento in dettaglio e cerca criteri evidenti nel comportamento del segmento per poter customizzare il più possibile;
    16. 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.

      Quale è il modo migliore per definire le caratteristiche migliori di un prodotto?

      Bisogna analizzare il mercato e segmentare i bisogni, valori e WTP dei consumatori. In questo modo la segmentazione diventa la guida della creazione del prodotto.

    17. New products fail for many reasons. But the root of all innovation evil is the failure to put the customer’s willingness to pay for a new product at the very core of product design.

      Quale è una delle prime cose che si deve valutare nell'elaborazione di un prezzo per un prodotto?

      Una dele prime cose da valutare è la volontà di pagare per il nuovo prodotto in questione da parte dei consumatori, questa deve essere messa al centro del processo di creazione del nuovo prodotto.

    18. Startup companies are much more likely to possess Feature Shock and Undead pricing problems. However, some product launches are treated as Minivations and startup companies with Hidden Gem technology may not see the need for a pivot. Regardless of the problem you may encounter, there are certain things you can do to find the solution.

      Quelli mostrati nella tabella sono i 4 tipi di problemi in termini di #pricing che si possono incontrare nella creazione di un prodotto.

      Tra i problemi che si verificano più di frequente nelle startup abbiamo il fenomeno del #featureshock oppure dell' #undead

    19. Feature shocks happen when you try to cram too many features into one product, creating a confusing and often expensive mess. In a sincere effort to have it be “all things to all people,” you launch a product that pleases few. The result is the product’s value is less than the sum of the parts. Due to its multitude of features — none of them a standout — these products are costly to make, overengineered, hard to explain, and usually overpriced.

      Si ha un problema di #featureshock nel momento in cui si cerca di inserire troppe funzioni all'interno di un prodotto.

      Così facendo si incorre nella situazione in cui cercando una soluzione "unica per tutti" si crea una soluzione che accontenta nessuno ed il cui valore è inferiore al valore delle sue singole parti. In questo modo tutte le caratteristiche si annullano tra loro e ci si ritrova con un prodotto che inoltre è nella maggior parte dei casi:

      • costoso da creare;
      • complicato da creare;
      • difficile da spiegare;
      • troppo costoso da acquistare
    20. No one wants to sell his or her idea short. Minivations are products that tap neither a product concept’s full market potential nor its full price potential. Companies that fall into the minivation trap underexploit the market opportunity and the price they could have charged, thereby robbing themselves of profits. Minivations go down as undermonetized products cursed with a “what might have been” tag.

      Il caso del problema di #minivation è quello in cui il prodotto non raggiunge né il massimo del potenziale di mercato né il massimo del potenziale di prezzo. Le aziende che cadono in questa trappola sono aziende che danno al proprio prodotto un prezzo più basso di quanto sia effettivamente il suo valore ed in questo modo rinunciano a dei guadagni.

    21. With a hidden gem product, a company has a brilliant, even revolutionary idea but fails to both recognize it and quantify the product’s value to customers. Or the company decides it lacks the capabilities to bring the unusual idea to market. Hidden gems often end up in limbo, neither launched nor killed. They often don’t make it to market, but if they do, they arrive undervalued, as freebies or deal sweeteners.

      Ci si ritrova in un caso di #hiddengem quando si ha un'idea innovativa, addirittura rivoluzionaria, ma non si riesce a riconoscere sia la portata di impatto dell'idea sia a darle il giusto valore.

      In questo modo ci si ritrova con trascurare l'idea non riuscendo mai a portarla sul mercato, oppure si decide in maniera volontaria di non farla evolvere mai.

    22. Applied to monetizing innovation, an undead product is one that still exists in the marketplace, but demand is virtually nonexistent. The product, for all intents and purposes, is dead, yet it continues to “walk around” like a zombie.

      Un prodotto #undead è semplicemente un prodotto che ancora infesta il mercato ma che ha una richiesta quasi inesistente.

    23. When an undead is in the making, you become delusional and detest any evidence that goes against your beliefs. You resist objectivity and keep investing time, feeling you have come too far. Once the product is in the market, your sales teams can’t sell it, and it causes them to miss their targets — by a lot.

      In che modo si può capire se ci si ritrova a lavorare con un prodotto #undead ?

      Si può capire che ci si ritrova con un prodotto di questo tipo se si diviene sempre più illusi riguardo il prodotto e si odia e disprezza ogni prova che vada contro le proprie convinzioni.

      Si cerca di resistere all'oggettività e si continua ad investire tempo, emozioni ed altre risorse. Una volta che il prodotto è poi sul mercato il team sales e marketing non riescono a piazzarlo né farci alcuna vendita, spesso sbagliando il target.

    24. Myth #1: If you simply build a great new product, customers will pay fair value for it. “Build it, and they will come” is the mantra. Why we believe it: because Star Wars, FedEx, Harry Potter were all rejected by directors, businessmen, and editors and were wild successes. But they are the exceptions not the rule.Myth #2: The new product or service must be controlled entirely by the innovation team working in isolation. Why we believe it: because Henry Ford said that customers would have wanted a faster horse. Indeed, the Innovators Dilemma, Different, Play Bigger, etc. put a premium on this as well. The fine line that must be walked is that of being different in a way that we are confident will resonate with customers. Confident because you have talked, consulted, argued, and shown the product to customers and more importantly, gauged their willingness to pay.Myth #3: High failure rate of innovation is normal and is even necessary. Why we believe it: sports analogies.Myth #4: Customers must experience a new product before they can say how much they’ll pay for it. Why we believe it: because its safe.Myth #5: Until the business knows precisely what it’s building, it cannot possibly assess what it is worth. Why we believe it: a cost-plus mindset that ties willingness to pay with what it cost us to build.

      Ci sono alcuni miti riguardo l'elaborazione del #pricing.

    25. The most important aspect of moving to a “design the product around the price” innovation process is finding out as early as you can whether customers value your innovation and would pay for it. You can only determine customers’ WTP by actually asking them — not by imagining what they will say.Two pieces of information are important in this phase: customers’ overall WTP for a product (the price range they have in mind) and their WTP for each feature (so you know which features matter most and which features don’t matter at all).Five types of research questions will help you get these answers. Best practices in having these discussions include positioning them as “value talks” (not as pricing discussions), expecting key insights to come from the simplest questions, mixing structured with unstructured questions, and not relying solely on quantitative data.

      La valutazione della volontà di pagamento da parte dei clienti è una delle valutazioni più importanti da fare quando si decide il prezzo di un prodotto. Ci riferiamo ad essa con #WTP.

      Dei 4 problemi di #pricing discussi in questo libro, una #WTP effettuata nelle fasi iniziali del progetto è determinante e capace di evitare il manifestarsi di TUTTI I PROBLEMI DI PREZZO.

      Per poter capire questa #WTP è essenzialmente necessario se effettivamente i consumatori danno valore al tuo prodotto oppure no, un valore economico, si intende.

    26. Direct, purchase probability: “what do you think could be an acceptable price?” “What do you think would be an expensive price?” “What do you think would be a prohibitively expensive price?” “Would you buy this product at $?”Purchase probability questions: “On a scale of 1 to 5, where 1 is, I would never buy this product and 5 is, I would most definitely buy this prdouct, how would you rate this product?” 4 or 5 you stop. Less than 3 lower the price and try again.Most–least: create a subset of your features and ask them to rank the features from most valuable to least. Change the subset for 5 different sets. You will end up with rich feature by feature feedback.Build-your-own: give them a list of features and ask them to build their “ideal product.” As they add features, the price increases. See where they stop with features and price.Purchase simulations: A.K.A Conjoint analysis. This is where you test the pricing of certain bundles of features. Changing bundles and prices. Definitely the most complex option and usually requires software and/or a consultant to manage. As expected, however, the results can be game changing.

      Questo è un framework che si può utilizzare per stabilire la #WTP riguardo un prodotto.

      1. Fare domande di questo tipo, volte a verificare la probabilità di acquisto in maniera diretta:
      • Quanto pensi possa essere un prezzo accettabile per questo prodotto?
      • Quanto pensi possa essere un prezzo esagerato per questo prodotto?
      • Quanto pensi possa essere un prezzo proibitivo per questo prodotto?
      • Compreresti questo prodotto alla cifra di..?
      1. Domande volte a verificare la probabilità di acquisto in maniera indiretta:
      • Su una scala da 1 a 5, dove 1 è "Non comprerei mai questo prodotto" e 5 è "Lo comprerei sicuramente" che voto daresti a questo prodotto? Se il voto è <= di 3 abbassa il prezzo e riprova;
      1. Crea un gruppo di feature del prodotto e chiedi alle persone di metterle in ordine dalla più valida alla meno valida, usa 5 gruppi di caratteristiche;
      2. Dai una lista delle caratteristiche alle persone e chiedigli di creare il loro "prodotto ideale" con le caratteristiche che gli hai fornito, ad ogni caratteristica aggiunta aumenta il prezzo, vedi dove si fermano nel processo di aggiunta;
      3. Testa diverse configurazioni di caratteristiche, cambiando configurazione e prezzo, di solito questo test richiede software o consulenti per poter essere effettuato, i risultati però sono validissimi.
    1. There is less agreement about the type of knowledge needed for innovation and the generation of growth and development. A contribution to this line of thinking is the literature on recombinant knowledge, exploiting a key insight in Schumpeter (1912) and Usher (1954) that innovations result from new, untried combinations of existing elements

      Never tried before mixes of ideas lead to innovations. How to promote this way of working in organisations is a challenge when most of the effort goes into performance orientated tasks.

  11. Sep 2021
    1. The ancient Romans sometimes connected wax tablets with leather or cords, suggesting a prototype of binding. Replacing the wax with leaves allowed many pages to be stacked atop one another, then sewn or otherwise bound together.

      early book prototypes

    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.
    1. First, if you can’t build and distribute the new thing to lots of people, the circle of innovation can’t complete.

      Zunächst bedeutet das wohl, dass man per Definition dann nicht von Innovationen sprechen sollte sondern von Erfindungen. Wenn man innovativ sein möchte muss man die Ergebnisse in die Welt bringen können. Aber was bedeutet das genau? Marketing? Netzwerk? Einfachheit? Strahlkraft? Alles davon? Hmm ...

  12. Aug 2021
    1. Figure 23. The Frequency That NPEs Transferred Technical Knowledge in Addition to the Patent License, According to Respondents in the Computer Industry

      Grafik-grafik di ini adalah hasil utama.

    2. Based on our very preliminary evidence, the theory that NPEs facilitate innovation via patent license demands either through the creation of new products or by delivering actual technical know-how from inventors to implementers does not seem to hold water.

      NPE tidak berfungsi memfasilitasi inovasi.

    3. Patent trolls are the hottest topic of debate within patent law today.

      Jadi patent trolls di sini adalah Non Practising Entities (NPE), yaitu sebuah lembaga yang tidak menghasilkan produk (bukan industri) yang membeli paten yang kemudian dijual ke industri yang menghasilkan produk.

      Masalahnya, paten yang diperjual-belikan ini adalah paten yang berpotensi mengganggu pasar industri yang menghasilkan produk sejenis.

    4. A critical factual assumption that underlies this debate is whether patent licensing by trolls is in fact a mechanism for technology transfer to the licensees and the creation of new products, or whether a request that a company take a patent license is simply a means of collecting money in exchange for agreeing not to sue.

      Disadari ada praktek ini.

    5. Patent trolls—patent-holding entities that do not make any products but sue or threaten others with patent infringement—are the subject of intense debate.

      Patent trolls atau NPE sebagai middle man.

    1. The disclosure of the invention is an essential consideration in any patent granting procedure.

      disclosure -> patent granting

    2. Traditionally, IPR is divided into two forms: industrial property rights and copyright. In general, copyright is a legal term describing rights given to creators over their literary and artistic creations, while the term ‘industrial property rights’ refers to certain exclusive rights regarding innovative ideas or distinguishing signs in the industrial or commercial field.

      ini pembagian yang sudah tegas antara HKI dengan paten. Jadi Hak Cipta adalah hak yang paling mendasar, sementara paten ada di bawah Hak Properti Industri.

    3. The life cycle of technologies can be divided into stages – from invention, through research, development and dissemination (RD&D) and market development, to commercial diffusion.

      Memang aneh ketika siklus hidup teknologi didefinisikan secara seragam seperti ini, khususnya di bagian akhirnya, commercial diffusion.

  13. Jul 2021
    1. La définition de l’innovation selon Everett Rogers est un « processus par lequel une innovation est communiquée, à travers certains canaux, dans la durée, parmi les membres d’un système social ». En matière d’innovation en formation, le caractère innovant ou non d’un processus peut être précisé. La dilution de la technologie dans le fait social écarte la simple liaison entre technologie et innovation. La technologie est tellement présente qu’elle ne saurait être un indicateur suffisant d’innovation.

      Définition circulaire mais liée à une page wikipedia

    1. Feature Idea: Chaos Monkey for PKM

      This idea is a bit on the extreme side, but it does suggest that having a multi-card comparison view in a PKM system would be useful.

      Drawing on Raymond Llull's combitorial memory system from the 12th century and a bit of Herman Ebbinghaus' spaced repetition (though this is also seen in earlier non-literate cultures), one could present two (or more) random atomic notes together as a way of juxtaposing disparate ideas from one's notes.

      The spaced repetition of the cards would be helpful for one's long term memory of the ideas, but it could also have the secondary effect of nudging one to potentially find links or connections between the two ideas and help to spur creativity for the generation of new hybrid ideas or connection to other current ideas based on a person's changed context.

      I've thought about this in the past (most likely while reading Frances Yates' Art of Memory), but don't think I've bothered to write it down (or it's hiding in untranscribed marginalia).

    1. Innovation is classically defined as introducing into the market newinventions or significantly improved products (Maclaurin, 1953), orfinding new and better ways to introduce products into the market(OECD, 2015). However, recently, innovation is defined as a designprocess that requires conceptual and knowledge expansions, and thatresults in the revision of an object's identity (Le Masson, Hatchuel, &Weil, 2006)
  14. Jun 2021
    1. Deloitte, a consultancy, reckons that the internal rate of return on in-house R&D at a dozen big drugs firms fell from 10% a decade ago to 2% in 2019—below their weighted-average cost of capital of 7%. The average cost to bring a drug to market has increased by two-thirds since 2010, to some $2bn. And the forecast for peak sales for each new drug has also fallen by half over that period

      Eroom's Law and falling Biopharma innovation

  15. May 2021
    1. You should design languages to start small and then grow. You should design languages so that users help you grow them easily. The solution to the Cathedral vs Bazaar is let everyone play but have a BDFL decide what to take in/out. Have a Shopping Mall of good ideas. It is good for you and your users, to give them a chance to buy in and pitch in. If you design a small number of useful patterns, you can say no to a lot more things that not everybody uses, while letting them define things they will use.

      To a great extent, this is also the sort of game plan that Twitter created with their early product (and their API) which made them wildly successful.

      Sadly, they took it all away at some point.

    1. Similarly, while individual artefacts may be fragile, their lineage is likely to continue if they serve and extend deeply-rooted needs. Hence the innovator’s twin adages: “what significant problem does it solve?” and “how does it make life easier?” If you can’t answer either of these questions about something new – if you can’t in some way connect the temporary to the timeless – it probably makes sense to wait rather than betting the farm.
  16. Apr 2021
    1. This is the first kind of novelty-seeking web developer. The type that sees history only as a litany of mistakes and that new things must be good because they are new. Why would anybody make a new thing unless it was an improvement on the status quo? Ergo, it must be an improvement on the status quo.

      New things definitively aren't better because they're new nor are they necessarily an improvement on the status quo. Often if they're "better", one needs to ask: "Better for whom?"

      There are also millions of more interconnected people, so a lot of what is new is a quick experiment by one person. The next ones to come along need to actually evaluate that thing to determine if it's truly better before they adopt it and attempt to iterate on it.

  17. Mar 2021
  18. Feb 2021
    1. The lack of innovation in the core Twitter product has been a weakness for years, but now it presents an opportunity to support a subscription fee.
  19. Jan 2021
    1. If our goal as a field is to use data to solve problems, then we need to move away from exclusive dependence on data models and adopt a more diverse set of tools.”

      Very important step in the growth of data science, many people were getting stuck in their ways of using data how they have for years, this helps provoke innovation.

    1. A l’image de la vie où chaque cellule contribue dans son évolution au développement de l’être tout entier, tout employé doit pouvoir apporter sa pierre à l’édifice. Cela signifie qu’il doit avoir la possibilité d’innover, partout et tout le temps. Cela signifie aussi qu’il faut créer les conditions de l’engagement des salariés en matière d’innovation, qu’il faut repenser l’ensemble de l’entreprise et agir à tous les niveaux pour mettre en place un système adapté. Ce système doit permettre de créer les trois conditions de l’innovation : savoir innover (compétences, techniques, connaissances), pouvoir innover (structure, organisation, management), vouloir innover (stratégie, vision, état d’esprit).

      Une base argumentaire dans le sens des archipels.

  20. Oct 2020
    1. And that’s why I find the Indie Web movement so interesting — not as a rejection of the corporate influence, but as a much needed counterbalance that provides the technology for people, should they so choose, to build an online presence of their own devising without giving up the communities and the connections that they have built on existing networks.

      Simultaneously it's also the "old" internet that is simultaneously experimenting and pushing a lot of interesting new innovation at the same time.

    2. There’s no doubt that the web would not be where it is today without companies like Facebook, Google, Yahoo!, and even AOL. Corporations have driven growth, investment, and innovation on the web, and social media networks have made the web a part of everyone’s lives.

      Yes, they've done some of these things, but I'd argue they didn't do much of the actual innovation. Most of what they had done was being done in other areas of the web before them and they just paved the cow paths.

      Potentially worse, their only innovation was to silo all the value for themselves and then externalize all the costs and issues back into society so they don't have to pay for them themselves.

    1. Slave labour cannot be obtained without somebody being enslaved. At his estate at Monticello, Jefferson invented many ingenious gadgets - including a 'dumb waiter' to mediate contact with his slaves. In the late twentieth century, it is not surprising that this liberal slave-owner is the hero of those who proclaim freedom while denying their brown-skinned fellow citizens those democratic rights said to be inalienable.

      This is a powerful example

    1. Think about fundamental tools for thought such as writing and the number system. Obviously, it’s good that those spread throughout society, unencumbered by IP concerns! More broadly, many tools of thought become more valuable for society as they become more ubiquitous.

      Metcalfe's Law at work here.

    2. The net result is that in gaming, clever new interface ideas can be distinguishing features which become a game’s primary advantage in the marketplace.

      Innovation in the video game industry helps it solve the public goods problem. Tweaking the economics helps the high upfront development cost be recouped.

  21. Sep 2020
  22. Aug 2020
  23. Jul 2020
    1. Howell, S. T., Lerner, J., Nanda, R., & Townsend, R. R. (2020). Financial Distancing: How Venture Capital Follows the Economy Down and Curtails Innovation (Working Paper No. 27150; Working Paper Series). National Bureau of Economic Research. https://doi.org/10.3386/w27150