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  1. Last 7 days
  2. Jan 2023
  3. Dec 2022
    1. They think that the secret to trading lies in the strategy, when in truth, it lies in their mental and emotional resilience.

      Emotions play an important role in a successful trading strategy

    1. Strategy needn’t be the purview of a small set of experts. It can bedemystified into a set of five important questions that can (and should) beasked at every level of the business: What is your winning aspiration?Where should you play? How can you win there? What capabilities do youneed? What management systems would support it all? These choices,which can be understood as a strategic choice cascade, can be captured on asingle page.

      aspire to capture the cascade on a single page

    2. The final strategic choice in the cascade focuses on management systems.These are the systems that foster, support, and measure the strategy.

      Measuring resonated with me. It gives a sense that management is about measuring and indeed what can't be measured can't be controlled. Management is about controlling

    3. Two questions flow from and support the heart of strategy: (1) whatcapabilities must be in place to win, and (2) what management systems arerequired to support the strategic choices? The first of these questions, thecapabilities choice, relates to the range and quality of activities that willenable a company to win where it chooses to play. Capabilities are the mapof activities and competencies that critically underpin specific where-to-play and how-to-win choices

      Capabilities = activities and competencies that are the foundation to where-to-pay and how-to-win choices

    4. To determine how to win, an organization must decide what will enable itto create unique value and sustainably deliver that value to customers in away that is distinct from the firm’s competitors. Michael Porter called itcompetitive advantage—the specific way a firm utilizes its advantages tocreate superior value for a consumer or a customer and in turn, superiorreturns for the firm.

      How to win requires a competitive advantage: unique value proposition + deliver it

    5. Where to play selects the playing field; how to win defines the choices forwinning on that field. It is the recipe for success in the chosen segments,categories, channels, geographies, and so on. The how-to-win choice isintimately tied to the where-to-play choice. Remember, it is not how to wingenerally, but how to win within the chosen where-to-play domains.

      This choice is tightly coupled with "Where to Play": it's not only How to win, but it's "How to win within the chosen where-to-play domains"

    6. The next two questions are where to play and how to win. These twochoices, which are tightly bound up with one another, form the very heart ofstrategy and are the two most critical questions in strategy formulation.

      The two most important questions in strategy formulation are: where to play and how to win. They define the specific activities of the organisation.

    7. At Olay, the winning aspirations were defined as market share leadershipin North America, $1 billion in sales, and a global share that put the brandamong the market leaders. A revitalized and transformed Olay wasexpected to establish skin care as a strong pillar for beauty along with haircare. Establishing and maintaining leadership of a new masstige segment,positioned between mass and prestige, was a third aspiration.

      Concrete winning aspirations

    8. The first question—what is our winning aspiration?—sets the frame for allthe other choices. A company must seek to win in a particular place and in aparticular way. If it doesn’t seek to win, it is wasting the time of its peopleand the investments of its capital providers. But to be most helpful, theabstract concept of winning should be translated into defined aspirations.Aspirations are statements about the ideal future. At a later stage in theprocess, a company ties to those aspirations some specific benchmarks thatmeasure progress toward them

      You must aspire to win otherwise you're wasting people's time

    9. Consider the salesperson in the Manhattan store. She defines winning asbeing the best salesperson in the store and having customers who aredelighted with her service.

      I like this individual examples. It shows that it has to go up to there as well

    10. The result is a set of nested cascades that cover the fullorganization (figure 1-2)

      Strategy span the full depth of the organisation: starting at the corporate level, going through the brand or departmental level, and finishing at the individual levels

    11. Taken together, the five choices, one framework, and one processprovide a playbook for crafting strategy in any organization.

      To craft a stratagy in any organisation, one must: 1. Five Choices 2. Strategy logic flow framework 3. Reverse Engineering - Process

  4. Oct 2022
    1. Adeyanju: That probably explains why you list a lot of altcoins—since most of your users are from emerging markets. But isn’t that too risky, considering these coins are susceptible to pump and dump schemes? Do you have measures in place to prevent or limit this susceptibility? Lyu: First, traders and investors must understand the risks and take personal responsibility before making investment decisions. The basic and most important recommendation is to check all the information about an asset and not buy coins that grow in price very quickly. In the investment field, risk and return are equal; expecting high returns will inevitably entail high risks That said, at KuCoin, we focus on quality while trying to bring a wider range of promising coins to the public. We have an expert research team who complete due diligence before listing coins, which ensures that we can prevent our users from most scams in the industry. But as I said before, this industry is full of uncertainties—including market impact and human factors. Users still need to understand these uncertainties before investing.
    2. Adeyanju: Was this strategy of listing altcoins pivotal to growing your userbase to the 18 million users you mentioned in your recent fundraising announcement? Lyu: Yes, that’s right. Listing promising altcoin is a big part of our strategy. From the early days, we figured that, while bitcoin and ether will continue to be the major tokens, most traders will want access to more tradable assets. That’s why KuCoin is one of the few exchanges that started to list many promising altcoins. But alongside this, we also spent the bear market of 2018/2019 strengthening our infrastructure and product offering. We introduced many new features like margin and futures trading, and we are also one of the first platforms to introduce staking services for proof-of-stake tokens. We also followed the market trend and introduced our own launchpad platform. These initiatives helped us attract many new users when the recent bull run arrived. Adeyanju: I’d like to go a little deeper into your strategy of listing altcoins. But let’s spend some time talking about where you’re headed as an exchange, especially after recently securing $150 million in funding. What’s next? Is there going to be a change of strategy? Lyu: In general, we will continue to be the people’s exchange just as our slogan says, and this means we will evolve ourselves on the basis of the needs of our customers. We will continue to find and offer the next crypto gem on our platform. Also, the industry is still in its infancy, and we need to bring in more users. KuCoin is focused on onboarding as many users as possible. I believe three major barriers prevent new traders from starting their crypto journey. The first one is policies and regulations. The second one relates to on-ramping from fiat to crypto. And the third one is about how to start the first trade. For the first part, the regulation part, KuCoin is trying to apply for licenses in many markets, and we’ve already gotten some of them. We are trying to expand our fiat on-ramp gateways for the second part. In November, we launched our fiat account feature, which allows users to deposit fiat such as euro and US dollar to the platform. We’ve also announced another fiat improvement relating to our integration of SEPA, which is quite popular in Europe. For the third part, which is about making the first trade, we noticed that many new traders could hardly understand the order book as well as terms like limit orders and stop orders. So we are trying to offer a simplified interface for them. We’ve also noticed that those who know how to make a trade still struggle to make trading decisions. That’s why we’ve introduced social trading features called KuCoin S, which allows users to get to know more about how other people trade and to get to know what is happening in the market. All this info could help them to make better trading decisions—to improve their chance of making a profit. On the product side, we will invest in improving our offerings in terms of social trading because we believe this is the trend of the future.
  5. Sep 2022
  6. Aug 2022
    1. Lucas, C., Vogels, C. B. F., Yildirim, I., Rothman, J. E., Lu, P., Monteiro, V., Gelhausen, J. R., Campbell, M., Silva, J., Tabachikova, A., Peña-Hernandez, M. A., Muenker, M. C., Breban, M. I., Fauver, J. R., Mohanty, S., Huang, J., Shaw, A. C., Ko, A. I., Omer, S. B., … Iwasaki, A. (2021). Impact of circulating SARS-CoV-2 variants on mRNA vaccine-induced immunity. Nature, 1–9. https://doi.org/10.1038/s41586-021-04085-y

    1. Approach to Rounds 3-6

      But this is fertile ground for WRs, and I still want to throw more punches at that position. My colleague Matthew Freedman wrote something that struck a chord with me in his article about his perfect 2022 draft:

      “This area in the draft is sometimes referred to as the ‘Running Back Dead Zone.’ I prefer to think of it as the ‘Wide Receiver Power Alley.’ ”

    1. WI model will be built on top of the existing Issue model and we’ll gradually migrate Issue model code to the WI model.
    1. And these disruptions could persist for a decade.

      Tremendous potential to shift international missions strategy moving forward. Add this to a recession and missions agencies that rely on short-term missions may completely change their strategy.

  7. May 2022
    1. The 6 Business Objectives of SaaS

      The main business objectives of a company are to address the problems and needs of their customers with products or services that are a solution for them. The importance of technology in our daily lives means that we simply cannot ignore SaaS when it comes to running our business.

  8. Apr 2022
    1. For this reason, the Secretary of State set out a vision1 for health and care to have nationalopen standards for data and interoperability that are mandated throughout the NHS andsocial care.
    1. Prof Peter Hotez MD PhD. (2022, February 7). 1: BA.2 some evidence that it’s even more transmissible than the original omicron which is more transmissible than delta, and so forth. If it takes hold like it did in Denmark it will slow the descent of original omicron here [Tweet]. @PeterHotez. https://twitter.com/PeterHotez/status/1490669166176702466

    1. ReconfigBehSci. (2021, October 28). China (pop. 1.4 billion) is still pursuing a zero covid strategy, which means 20% of the world’s population still officially lives under such a strategy https://nytimes.com/2021/10/27/world/asia/china-zero-covid-virus.html (not endorsing strategy here, just pointing out that ‘return of Elvis’ maybe warped comparison?) [Tweet]. @SciBeh. https://twitter.com/SciBeh/status/1453658335534800896

  9. Mar 2022
  10. Feb 2022
    1. Google killed SG&E about one year after Stadia launched, before the studio had released a game or done any public work. In a blog post announcing Stadia's pivot to a "platform technology," Stadia VP Phil Harrison explained the decision to shutter SG&E, saying, "Creating best-in-class games from the ground up takes many years and significant investment, and the cost is going up exponentially."

      I suspect Google wanted faster, more measurable results than is possible with game development. There's a reason why tech companies are vastly more profitable than game companies.

      I don't particularly see the shame in changing a strategy that isn't working. As an early user of Stadia I do see the lost potential though, maybe that's where this is coming from.

  11. Jan 2022
    1. For example, if you pre-build a swordman, a spearman and an horseman in 4 cities, you can produce a total of 12 units in 3 turns. This make you save a lot of gold in units maintenance for a good amount of turns.
    1. Prof. Christina Pagel. (2022, January 19). This makes it so clear that the release of all measures right now (esp masks, esp schools) is only to protect himself & his job. Boris has zero interest in protecting others from getting sick, needing hospital or dying. Or protecting businesses, schools, NHS from disruption. [Tweet]. @chrischirp. https://twitter.com/chrischirp/status/1483884632651313152

    1. The Business Strategy stems from a detailed strategic planning process. However, the question we want to answer in this article is whether we can execute multiple strategies side by side while they do not interfere with each other. We compare multiple strategies for business, information provision and IT and focus on Strategic planning.

      Business strategy alignment and the secrets of strategic planning https://en.itpedia.nl/2022/01/02/business-strategie-alignment-en-de-geheimen-van-strategische-planning/ The Business Strategy stems from a detailed strategic planning process. However, the question we want to answer in this article is whether we can execute multiple strategies side by side while they do not interfere with each other. We compare multiple strategies for business, information provision and IT and focus on Strategic planning.

  12. Dec 2021
    1. ReconfigBehSci. (2021, December 18). One thing I keep coming back to in my thoughts is the formerly respected scientists who completely lost their way in this pandemic. Is there something we could be teaching young researchers that would help minimise this in future? Are there norms of science we could strengthen? [Tweet]. @SciBeh. https://twitter.com/SciBeh/status/1472172123829456897

    1. “Businesses in these areas will also have more difficulty hiring and retaining workers who do not wish to be at further risk of contracting Covid. Therefore, businesses can prepare for 2022 by either mandating vaccination or offering significant incentives for employees to get vaccinated, including the booster shots,” he advised.

      Areas of low vaccination grade, the mindset of wisdom or fear?

  13. Nov 2021
    1. Saving Your Wallet With Lifecycle Rules Of course, storing multiple copies of objects uses way more space, especially if you’re frequently overwriting data. You probably don’t need to store these old versions for the rest of eternity, so you can do your wallet a favor by setting up a Lifecycle rule that will remove the old versions after some time. Under Management > Life Cycle Configuration, add a new rule. The two options available are moving old objects to an infrequent access tier, or deleting them permanently after
    1. S3 object versioning Many of the strategies to be discussed for data durability require S3 object versioning to be enabled for the bucket (this includes S3 object locks and replication policies). With object versioning, anytime an object is modified, it results in a new version, and when the object is deleted, it only results in the object being given a delete marker. This allows an object to be recovered if it has been overwritten or marked for deletion. However, it is still possible for someone with sufficient privileges to permanently delete all objects and their versions, so this alone is not sufficient. When using object versioning, deleting old versions permanently is done with the call s3:DeleteObjectVersion, as opposed to the usual s3:DeleteObject, which means that you can apply least privilege restrictions to deny someone from deleting the old versions. This can help mitigate some issues, but you should still do more to ensure data durability. Life cycle policies Old versions of objects will stick around forever, and each version is an entire object, not a diff of the previous version. So if you have a 100MB file that you change frequently, you’ll have many copies of this entire file. AWS acknowledges in the documentation “you might have one or more objects in the bucket for which there are millions of versions”. In order to reduce the number of old versions, you use lifecycle policies. Audit tip: It should be a considered a misconfiguration if you have object versioning enabled and no lifecycle policy on the bucket. Every versioned S3 bucket should have a `NoncurrentVersionExpiration` lifecycle policy to eventually remove objects that are no longer the latest version. For data durability, you may wish to set this to 30 days. If this data is being backed up, you may wish to set this to as little as one day on the primary data and 30 days on the backup. If you are constantly updating the same objects multiple times per day, you may need a different solution to avoid unwanted costs. Audit tip: In 2019, I audited the AWS IAM managed policies and found some issues, including what I called Resource policy privilege escalation. In a handful of cases AWS had attempted to create limited policies that did not allow `s3:Delete*`, but still allowed some form of `s3:Put*`. The danger here is the ability to call `s3:PutBucketPolicy` in order to grant an external account full access to an S3 bucket to delete the objects and versions within it, or `s3:PutLifecycleConfiguration` with an expiration of 1 day for all objects which will delete all objects and their versions in the bucket. Storage classes With lifecycle policies, you have the ability to transition objects to less expensive storage classes. Be aware that there are many constraints, specifically around the size of the object and how long you have to keep it before transitioning or deleting it. Objects in the S3 Standard storage class must be kept there for at least 30 days until they can be transitioned. Further, once an object is in the S3 Intelligent-Tiering, S3 Standard-IA, and S3 One Zone-IA, those objects must be kept there for 30 days before deletion. Objects in Glacier must be kept for 90 days before deleting, and objects in Glacier Deep Archive must be kept for 180 days. So if you had plans of immediately transitioning all non-current object versions to Glacier Deep Archive to save money, and then deleting them after 30 days, you will not be able to.
  14. Oct 2021
    1. COPE

      Create Once, Publish Everywhere

      So when I talk about adaptive content, I popularized a case study from NPR in which they outlined their catchily-named approach to publishing web content, which they called COPE. It stands for Create Once, Publish Everywhere. And in NPR’s model, they maintain a single content model for their article form. So in this content structure, they would have for an article a title, a short title, a teaser, a short teaser, several images attached to the article, an audio file, the body text, whatever metadata was attached to the article, and they could serve up a different combination of that more granular content based on the type of device someone was using.

    2. Adaptive: Content, Context, and Controversy
    1. For myself, Symphony was a proving ground for the COPE approach to content strategy and content management championed by Karen McGrane: create once publish everywhere.
    1. COPE: Create Once, Publish Everywhere

      Adaptive Content

      COPE: Create Once, Publish Everywhere

      With the growing need and ability to be portable comes tremendous opportunity for content providers. But it also requires substantial changes to their thinking and their systems.

  15. getuikit.com getuikit.com
    1. WordPress & Joomla from the UIkit creators

      Run for Water

      I used one of these themes for the redesign of the Run for Water site. I transitioned away from Jamstack, because the organization is centred around volunteers, and it was important to empower them to easily make changes to the marketing front end of their organization. The WordPress theme has a beautiful interface for managing content. However, it goes against the philosophy of COPE (Create Once, Publish Everywhere), recommended by Karen McGrane in her presentations on Content in a Zombie Apocalypse.


      My interest in the subject of Adaptive Content goes back to the days when Symphony was my tool of choice.

  16. Sep 2021