The Third Way An Article by Kevin Kelly kk.org But all the civilized cities of the world were also filled with third places that people loved. Not quite private, not quite public, these third places were intimate but open to anyone. Like settling down at a table at a cafe. It felt like your space, but you were not the landlord. They were public, open spaces that you could “own” for a while. …We need a new third category of work — something between “employee” and “not an employee”—that encompasses digital gig laborers. AirBnB is neither a hotel, nor a private resident. It is a third thing, and we need to create a new category to deal with it…This is the era of the third way. placesocietyworkculture
Class 1 / Class 2 Problems An Article by Kevin Kelly kk.org There are two classes of problems caused by new technology. Class 1 problems are due to it not working perfectly. Class 2 problems are due to it working perfectly. ...Class 1 problems arise early and they are easy to imagine. Usually market forces will solve them. You could say, most Class 1 problems are solved along the way as they rush to become Class 2 problems. Class 2 problems are much harder to solve because they require more than just the invisible hand of the market to overcome them. ...Class 1 problems are caused by technology that is not perfect, and are solved by the marketplace. Class 2 problems are caused by technology that is perfect, and must be solved by extra-market forces such as cultural norms, regulation, and social imagination. problemstechnologyculturesociety
1,000 True Fans An Essay by Kevin Kelly kk.org To be a successful creator you don’t need millions. You don’t need millions of dollars or millions of customers, millions of clients or millions of fans. To make a living as a craftsperson, photographer, musician, designer, author, animator, app maker, entrepreneur, or inventor you need only thousands of true fans. A true fan is defined as a fan that will buy anything you produce. These diehard fans will drive 200 miles to see you sing; they will buy the hardback and paperback and audible versions of your book; they will purchase your next figurine sight unseen; they will pay for the “best-of” DVD version of your free youtube channel; they will come to your chef’s table once a month. If you have roughly a thousand of true fans like this (also known as super fans), you can make a living — if you are content to make a living but not a fortune. artmakingfame
Why Scrum is killing your product An Article by Henry Latham uxdesign.cc Product owner vs. product managerWe optimize what we measure Beware SAFe, an Unholy Incarnation of Darkness agilemanagementsoftwareproducts
Product owner vs. product manager A Product Owner is focused on output i.e. how quickly can we build these features? Product Management, on the other hand, is focused on outcomes i.e. why are we building these features in the first place? agileproducts
We optimize what we measure Scrum does not say “only focus on output”, but, unfortunately, humans will optimize for what they measure. If you worry about story points & hitting your estimations, that’s what is going to consume your attention. That is what you and your team will optimize for. And that is the core critique of Scrum as it is practiced: That it focuses a product team’s attention so heavily on delivery — on building lots of features quickly & efficiently — that teams fail to focus on spending time to discover what the right thing to build is. optimizationagilefeatures