Hard Fact You take a pain point universally accepted as a hard fact of life, and see that it’s merely a hard problem that your product solves for the customer.

There are different aspects to how your product fits into the world that you could hone in on—competitive landscape, the technical merits of your product, etc. We think the best way is to start by focusing on how the customer relates to the problem your product solves.

Industry cloud platforms add value by using innovative technologies and approaches, such as packaged business capabilities, industry-aware data fabrics and composable tooling to go beyond traditional cloud and create added value.

allows customers to remotely visit co-working spaces such as the Santander Work Café branch

develop 5G solutions for the banking sector and support customers in their transformation process helping them to adapt their financial products to meet new needs

This is what we have to be able to offer them, and it is the aim and purpose of all the work we are doing. We need to make them understand what’s at the end of the rainbow if they go with Slack, and then we have to work our asses off in order to ensure they get there

That’s why what we’re selling is organizational transformation. The software just happens to be the part we’re able to build & ship (and the means for us to get our cut).

In the best case, there is a dialectic at play here: the product itself and the way people use it should suggest new ways of articulating the value — and refinements to how we communicate the value should lead to principles which clarify decision-making around product features and design

Since Ethereum smart contracts are on a public blockchain, anyone can instantly track asset transfers and other related information

They oversaw the development of playbooks and operating models and revamped corporate processes around such principles as agile funding and mission-oriented initiatives. At that point, everyone on a mission shared the same targets and worked collaboratively in two-week sprints. The organization began to deliver results much faster.

Second, the leaders must drive agile behaviors broadly into the organization. This requires authentic belief in the behavioral changes required, as well as playbooks, processes, and support to enable the organization to work in a cross-functional, mission-oriented way.

Swiss Army Knife, the humble Google home page, or the Disneyland visitor experience

The experience of rushing to make your connecting flight at many airports.

What is the Stockdale Paradox? Stockdale was a prisoner of war in Vietnam for seven-and-a-half years. Before meeting with the legendary soldier and statesman, Collins read Stockdale’s memoir and found its grim details hard to bear, despite his knowledge that Stockdale’s later life was happy. Collins wondered, “If it feels depressing for me, how on earth did he survive when he was actually there and did not know the end of the story?” (Emphasis in the original.) When he posed that question to the admiral, Stockdale answered: “I never lost faith in the end of the story. I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade.” Collins asked him about the personal characteristics of prisoners who did not make it out of the camps. “The optimists,” he replied. “Oh, they were the ones who said, ‘We’re going to be out by Christmas.’ And Christmas would come, and Christmas would go. Then they’d say, ‘We’re going to be out by Easter.’ And Easter would come, and Easter would go. And then Thanksgiving, and then it would be Christmas again. And they died of a broken heart … This is a very important lesson. You must never confuse faith that you will prevail in the end—which you can never afford to lose—with the discipline to confront the most brutal facts of your current reality, whatever they might be."