In Defense of Browsing An Essay by Leanne Shapton www.curbed.com The feeling of fortuitous gratitude at coming across unexpected information is something most of us who’ve done any research, have experienced — that kismet of finding the perfect book, one spine away from the one that was sought. In the field of art and image research, this sparking of transmission, of sequence and connection, happens on a subconscious level. …Why is the vernacular image still being dismissed as ephemera? Why is its study not being prioritized? All languages are alive, but visual language is galactic. Keywords are not eyeballs, and creating rutted pathways to follow is the antithesis of study. A century of visual language, knowledge, and connectivity is marching toward a narrow, parsimonious basement of nomenclature. The NYPL takes a step backward if it models its shelves and research on a search engine. Spontaneity is learning. Browsing is research. The art of finding what you didn’t know you were looking forMarginalia Search connectionresearchlanguageserendipitychance
Marginalia Search A Website search.marginalia.nu I want to show you that that Internet you used to go exploring is still very much there. There are still tons of small personal websites, and a wealth of long form text from both the past and the present. So it's a search engine. It's perhaps not the greatest at finding what you already knew was there, instead it is designed to help you find some things you didn't even know you were looking for. The art of finding what you didn’t know you were looking forIn Defense of BrowsingMillion Short micrositessearchdiscoveryserendipity
Product vs. Feature Teams An Article by Marty Cagan svpg.com This article is certain to upset many people. Empowered product teamsViability, usablity, feasibilityWhat went wrong? featuressoftwareagile
Empowered product teams When I wrote about the virtues of empowered product teams, I was referring to what I’ll continue to call here as product teams. Specifically, they are cross-functional (product, design and engineering); they are focused on and measured by outcomes (rather than output); and they are empowered to figure out the best way to solve the problems they’ve been asked to solve.
Viability, usablity, feasibility In an empowered product team, the product manager is explicitly responsible for ensuring value and viability; the designer is responsible for ensuring usability; and the tech lead is responsible for ensuring feasibility. The team does this by truly collaborating in an intense, give and take, in order to discover a solution that work for all of us. However, in a feature team, you still (hopefully) have a designer to ensure usability, and you have engineers to ensure feasibility, but, and this is critical to understand: the value and business viability are the responsibility of the stakeholder or executive that requested the feature on the roadmap. What went wrong? teamwork
What went wrong? If something ships from one of the companies I advise, and it is virtually unusable because of poor design (which as we all know occasionally does happen), you can bet I go directly to the designer and ask how this happened? It is absolutely on the designer to ensure this does not happen, so something went wrong. Similarly, if the product ships and performance is terrible you can bet I go directly to the tech lead with the same question. And most frequently of all, if something ships and the analytics show that it’s either not being bought or not being used, or it turns out that it violates some business constraint like compliance or privacy, you can bet I go right to the product manager with that question. Viability, usablity, feasibility