Some 15 years ago I told everyone around me I had quit smoking yesterday.
The response was overwhelmingly supportive and enthusiastic. “Great for you!”, “You can do this!” and so on.
A few, thank god, were skeptical. “I’ve heard that before,” they would say as I chewed away on my carrot sticks. “You can’t even get up for math lectures. You have no discipline. I bet you’re back on those cigarettes faster than we empty free beer.”
Presto. I haven’t smoked since.
What motivational drivers are better at work? People who believe in us and are supportive, or people who think we’re wrong?
I’ve realized I prefer being driven by people who think I’m wrong. (Provided they give me the opportunity to prove I’m right.) It’s inherently motivating, it helped me quit smoking, but there are some more important benefits as well:
Inspirert av tanker fra Lean filosofi og tanker fra Beyond Budgeting.
Denne artikkelserien ønsker å utfordre noen etablerte sannheter knyttet til hvordan de fleste virksomheter styres, bl a rundt den etablerte måten å gjennomføre budsjettering. Det interessante er at de fleste ledere vi snakker med, selv ikke liker budsjettprosessen, fordi konkurransen og markedet endrer seg så raskt at det er umulig å vite hva behovet er 3-6 måneder frem i tid. Hvorfor fortsetter vi da på denne måten?
Hva om ALT vi gjorde i vår bedrift var tuftet på å forstå og løse kundens problem/behov? Og alle saker som ble diskutert i ledermøtene hadde direkte utspring i et konkrete mål om å forbedre kundeopplevelsen – eller kundereisen.
Er det ikke det vi alltid har gjort, tenker du. Kanskje. Bli med og observér et ledermøte hvor virkelig alle beslutninger er utledet fra kundens behov. På slutten av denne artikkelen kan du lese utdrag fra et annet ledergruppemøte, hvor det er andre prioriteringer som driver beslutningene.
ES6 is not fully implemented in any browser yet, even the specifications are not finalized. Still there are a number of good options for how to use ES6 features today. We use es6ify which relies on Google’s traceur. Together with Browserify and Gulp we transpile our ES6 code to ES5.
There is a long list of features and improvements in EcmaScript 6 (see the ES6 draft or the features supported by Traceur). In this workshop we made a selection of features to go through; template literals, default parameters, arrow functions, destructuring, rest parameters, spread operator and generators.
Since its launch in 2009 Bitcoin has become accepted in increasing numbers of shops and services around the globe. As of writing this post there are 9326 places listed on spendbitcoins.com and 4359 on coinmap.org. If you happen to have Bitcoins, you can use them to pay for pizza, manicure, artworks, web hosting, geeky t-shirts, online dating and even Space travel. But why did an IT consultancy (aka: we) decide to accept Bitcoins, and to deal with it at all? Few weeks ago an article was published in a local news-site (in Norwegian) about us accepting bitcoin where we gave some reasoning. We thought to take it one step further and talk a bit more about the “why” behind it.
It all started with our developer Jakob, who showed great interest in Bitcoins. Since then we held sessions both internally and openly about introducing Bitcoin to people (see picture). For free, because sharing is caring. Here in Norway Bitcoin enthusiasts just started to form nests of interest. Here is one facebook group operating in Norwegian and this meetup group mostly in English.
(n) toxicity (the degree to which something is poisonous)
Management of an organisation that is quite obviously based around products but chooses to see everything as projects creates a mismatch between how an organisation is run and what they try to accomplish. The structure in use to enable the accomplishment of work defines the foundation which future work is built on.
You would not, I hope, build a sprawling villa on ground that does not carry, lest you do not seek to repeat a classic scene from Monty Python and the Holy Grail:
“When I first came here, this was all swamp. Everyone said I was daft to build a castle on a swamp, but I built it all the same, just to show them. It sank into the swamp. So I built a second one. That sank into the swamp. So I built a third. That burned down, fell over, then sank into the swamp. But the fourth one stayed up. And that’s what you’re going to get, Lad, the strongest castle in all of England.”
There are several lessons to be extracted from that quote about trying and failing, iterating, feedback loops, starting over, et cetera. Our focus is on the obvious one; do not build on unstable foundation.
A project by definition is something that should be accomplished with a fixed amount of resources within a fixed timeframe. When the goals are achieved the project is dee-oh-en-ee: done.
Ergo projects have limited lifespans, which is something products do not. A product strives to live as long as it can. If it cannot pay for its own way in terms of further development and operational costs it is proven to not have a place in the market in its current form.
A few trends that emerge every time I work with an organisation that has structured themselves around projects can be summarised by this little tale about a man collecting sticks.
In discussions about A/B testing, everyone usually agrees that it is a good thing. To get started, however, somebody must first have the time and the resources to build the A/B test rig. It will take weeks, and will probably involve some interesting big data technology. Also, it usually never gets priority enough to actually get done.
When you think about a typical successful company, who is it that comes to mind? Apple? Toyota? Ford? Those are all good examples, by all means. But what about Valve, Blizzard or Id Software? Or a company called Wargaming.net? These are all, as you might have noticed, gaming companies. And in a lot of cases, gaming companies have been miles ahead of other (IT-)companies when it comes to innovation, company culture and how we relate to our customers and community. Read more…