A practical example of service design thinking can be found at the Myyrmanni shopping mall in Vantaa, Finland. The management attempted to improve the customer flow to the second floor as there were queues at the landscape lifts and the KONE steel car lifts were ignored. To improve customer flow to the second floor of the mall (2010) Kone Lifts implemented their 'People Flow' Service Design Thinking by turning the Elevators into a Hall of Fame for the 'Incredibles' comic strip characters. Making their Elevators more attractive to the public solved the people flow problem. This case of service design thinking by Kone Elevator Company is used in literature as an example of extending products into services.

a community of practice

trainings that include data on textbook costs and the impact on students. After the training, faculty participants are offered a stipend of $200 to provide a peer review of an existing textbook

faculty support and development opportunities, and it became apparent that these elements were critical to the adoption of OERs

Students impacted

Tips to increase Your SEO With a Social Media Strategy

The Committee feels that the Government should publish a trade policy strategy that articulates a vision for the UK as an independent trading nation—if all those things come into being—and outlines the UK’s immediate and future trade priorities at bilateral, plurilateral and multilateral levels. We propose that such a strategy should outline the UK’s key objectives, interests and priorities in respect of its trade policy. Sadly, we have yet to see such a strategy, so I urge the Government to publish one, as it would allow potential new FTAs, such as the ones we are debating today, to be seen in a wider context.

The Grid is based around ideas familiar to Bitwig Studio

systematized and the overall quality of metadata improved

The better way I found to do review is to replace ALL review lecturing with problems that the students  solve in class that cover the material I want to review. 

Success through Collaboration: Establishing a Stakeholder-Driven Governance Process

We favor spreading priceand risk by building up and averaging out of positions over time rather than speculating onspeculation. A committed capital structure with significant capital reserves for staged follow-onsgives us the flexibility to build up our investments independent of market sentiment. We areshielded from having to dump assets on the market to honor redemption requests, avoiding thedreaded “death spiral” which can plague more liquid fund structures.

We fund the development of decentralized information networks coordinated by a scarcecryptoasset – or token – native to the protocol. Our thesis is that decentralization andstandardization at the data layer of the internet is collapsing the production costs of informationnetworks, eliminating data monopolies and creating a new wave of innovation.

The way to play a consolidating market is to investheavily into the consolidating incumbents (which are likely to continue growing strongly for along period of time) and to invest progressively in the insurgent platforms that will grow tocommoditize the incumbent business models and create a new wave of innovation. We arefocused on the latter

Pantera Capital has had a thesis of investing into local exchanges since the inception of its venture capital fund. Local exchanges have an advantage of a local team who understands the culture and marketing of a specific geography in addition to having the relationships for banking and regulations. In June 2014, Pantera investigated and became the lead US investor in the largest cryptocurrency exchange in Korea, Korbit. Korea was a compelling geography for a local exchange investment because of the country’s familiarity with virtual currencies, becoming one of the first countries to adopt them for gaming, having a government that is pro-innovation, having a large mobile ecosystem.

Awan: Our growth has been a  journey of constant learning, but if I were to pinpoint the principles our growth team lives by today, which I hope would help others building and growing products, they would be: Define one "North Star" metric for success that is aligned with how your users get value as well as with the success of your business, then measure everything and how it contributes to the North Star metric. Good examples of true-north metrics for growth are measures like how many users are truly engaged with your product Growth is a team sport so hire wisely and invest in your team Good product, measured by long-term retention, comes first; growth comes second Invest in multiple growth channels and identify potential channels by looking at existing user behavior, especially how they are currently discovering your product. At LinkedIn, our biggest channels are viral growth, search-engine optimization of profiles and other member-generated content and partnerships. Understand that growth requires continuous prioritization and feedback so always be testing

Awan: Our growth has been a  journey of constant learning, but if I were to pinpoint the principles our growth team lives by today, which I hope would help others building and growing products, they would be: Define one "North Star" metric for success that is aligned with how your users get value as well as with the success of your business, then measure everything and how it contributes to the North Star metric. Good examples of true-north metrics for growth are measures like how many users are truly engaged with your product Growth is a team sport so hire wisely and invest in your team Good product, measured by long-term retention, comes first; growth comes second Invest in multiple growth channels and identify potential channels by looking at existing user behavior, especially how they are currently discovering your product. At LinkedIn, our biggest channels are viral growth, search-engine optimization of profiles and other member-generated content and partnerships. Understand that growth requires continuous prioritization and feedback so always be testing

Awan: Here’s some advice to others as they focus on growing their own company: Make sure you have product-market fit before you invest in growth. What that means is you have validated that your product is in a market with large demand and your product is satisfying the need for users who try the product. You can measure this by retention rate which is essentially the percentage of your users who keep coming back. If your retention is not stable, you’d want to improve the product first rather than wasting resources on growth. Prioritize growth from the very beginning and build it right into the product. It’s much better for your users to bring other users to the product as they create and share photos or other content or, invite others in the course of normally using the app than to try growing through marketing that feels bolted onto the product. This is critically important if your product has network effects because the product value is limited for early users if the network doesn’t grow fast enough. As your company starts to scale, it’s important to create a dedicated multi-disciplinary growth team covering product, design, marketing, engineering, data science, and business operations. In a startup, a single person may be playing multiple of those roles (an engineer who’s also the data scientist) but as you scale, you can create dedicated functional roles.

Every business decision we make at QBE is underpinned by our strategy. It influences the risks we prefer to write. It affects how we price our products. It should also guide our underwriting thought processes. To write business that’s aligned with our workers compensation strategy, you need to understand the following priorities.

Strategic Planning with Remote Teams: Does it really work?

Vision and Mission Statements -- a Roadmap of Where You Want to Go and How to Get There

Amazon integrated customer data and payment information with e-book distribution and its Amazon publishing initiative

find strategies in transient, emergent coalitions and in diagramming networks of power.

The key strategy question is a general overarching one: how should I best marshal all my current resources to achieve this goal in this setting?

smart publishers will focus on how their solutions can support and optimize student learning and achievements. They will see themselves as participants in the student outcomes business as well as in the publishing business.

marketing directly to students, teachers, and parents, bypassing traditional institutional sales channels.

Students, parents, and teachers are also increasing their role in purchasing decisions. They can choose from more options than in the past,

CIOs who are weighing in on the choice of learning platforms and software

urchasing often involves department heads, CIOs, and provosts, since the choices made can affect the entire school.

I really hate to admit this, but you do the same thing with your competitors asyou do with grant agencies. You sucker-punch them. You might have—when Isubmit a paper, I already have the next two or three papers’ worth of data. Imean, I know what I’m going to be publishing a year from now, mostly. But thepaper that comes out of my lab is Part A. Parts B and C are mostly on my desk.And I’ve put things in part A to basically entice my competitors into making anass out of themselves, or to second guess, or say, ‘‘Oh that must be wrongbecause of that, or something.’

You submit the first grant, youpropose the novel thing. You know damn well any study section that’s evenmildly conservative is going give you, ‘‘Well, it sounds promising.’’ Theymight give you a good score, you hope for a good score, but it’s not going toget funded, because it’s too novel, it’s too risky, it’s too blah blah. But youalready have the damn data. You know on the second resubmit, you’re goingto say, ‘‘Good point! We took that to heart. Oh, what a wonderful suggestion!We will worry about this too. Guess what? Here’s the data!’’ Shove it downtheir throat. And then it’s funded. Because, wow, you flagged them, yousucker-punched them. They said, ‘‘This is really novel, blah, blah. Boy if youcould only do that, that would be a great grant.’’ Well, you alreadydiddo it,and that’s the point. And you basically sucker-punch the study section intogiving you the money by default. They have to at that point. They don’t havea choice.

The other way to help these students would be to dramatically reduce the price or time required to get an education of acceptable quality (and for acceptable read “enabling the student to get a better job”, their commonest goal.) This is a worse option in every respect except one, which is that it may be possible.

If we can’t keep raising costs for students (we can’t) and if no one is coming to save us (they aren’t), then the only remaining way to help these students is to make a cheaper version of higher education for the new student majority.

"Reframeit can help curb the power of misinformation to distort our national conversation about issues that matter. Anyone who cares about the quality of public dialogue in this country should welcome the transparency it makes possible," notes Harvard professor Henry Louis Gates, Jr., Director of the W.E.B. Du Bois Institute and co-founder of The Root.

It is sufficiently clear, I think, that this eloquence calls passionately upon women to avoid tampering with their appearance by deceitful arts, and to cultivate modesty and fear.

who will dare to say that truth in the person of its defenders is to take its stand unarmed against falsehood?

Indeed, I think there are scarcely any who can do both things--that is, speak well, and; in order to do this, think of the rules of speaking while they are speaking.

everything that we say is important;

if he is unwilling to learn, let another be taught before him, of whom he may be envious.

As to jests. These are supposed to be of some service in controversy. Gorgias said that you should kill your opponents' earnestness with jesting and their jesting with earnestness; in which he was right. Jests have been classified in the Poetics. Some are becoming to a gentleman, others are not; see that you choose such as become you.

Next as to Interrogation. The best moment to a employ this is [1419a] when your opponent has so answered one question that the putting of just one more lands him in absurdity.

Since a given action can be done from many motives, the former must try to disparage it by selecting the worse motive of two, the latter to put the better construction on it.

However, if it is my duty not only to rebuke others, but also to set forth my own views

Some answers, Socrates, are of necessity longer; but I will do my best to make them as short as possible

you praised it as if you were answering some one who found fault with it, but you never said what the art was.