Strategic, not tactical The working methods of the innovative designer are, for the most part, not systematic; there is little or no evidence of the use of systematic methods of creative thinking, for example. The innovative designer seems to be too involved with the urgent necessity of problem solving to want, or to need, to stand back and consider their working methods. Their design approach is strategic, not tactical. Nigel Cross & Anita Clayburn Cross, Winning by Design: The Methods of Gordon Murray strategy
Cultural relevance More than ever, people are choosing how to spend their time based on the amount of attention they can garner—and you and I are no exception. Everyone is susceptible to this logic. But what I want to argue in this piece is that tech startup founders are particularly susceptible to this tendency. Working at and around startups for several years, I’ve noticed many founders prioritizing culture, visibility, and perception over product, customer development, and strategy. Maybe this is to be expected in a time where culture moves faster and is perceived as more important than ever. But I find it unusual that the tech industry seems unaware of a whole class of typical mistakes founders make in pursuit of cultural relevance. Toby Shorin, Building for the Culture subpixel.space culturestrategybusiness
To anticipate all the uses and abuses Success depends wholly on the anticipation and obviation of failure, and it is virtually impossible to anticipate all the uses and abuses to which a product will be subjected until it is in fact used and abused not in the laboratory but in real life. Hence, new products are seldom even near perfect, but we buy them and adapt to their form because they do fulfill, however imperfectly, a function that we find useful. Henry Petroski, The Evolution of Useful Things So that you can get feedback on it and make it betterThe most rewarding iterations productsiteration