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Your organization's values
Organizations, like people, have values. To be effective in an organization, a person's values must be compatible with the organization's values. They do not need to be the same, but they must be close enough to coexist. Otherwise, the person will not only be frustrated but also will not produce results.
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.
The Wile E. Coyote Effect
I’ve been looking at this chart a lot over the past few weeks.
It shows us that print ad budgets were doing just fine all the way though the first decade or more of the consumer internet. There was even a little spike upward for the Dotcom bubble. Then the financial crisis and recession of 2008/9 caused a step change down, but when the crisis was over the budgets didn’t come back. Instead, the market had been reset, and budgets have been falling steadily ever since.
You might call this the Will E Coyote effect - you’ve run off the cliff, or the cliff has disappeared from under you, but there’s a brief moment while your legs windmill in the air before gravity kicks in. It can take a while for the inevitable to happen, but then, as Lenin pointed out, you get a decade of inevitable in a week.
Direct management
Direct Management does not include or permit the concept of profit to occur. The management is fee-based, or based as a fixed salary, and all construction costs are fixed ahead of time, and the building design is modified during construction, to make up any over-runs. The manager is not able to move money around at will, or put it in their pocket. At the same time, the design is approximately fixed, but with the understanding that it may be changed, during the evolution of the building, so that subtle adaptations can be included in the emerging building. In the Direct Management method it is the architect themselves and the direct manager who together manage the building works and all on-site construction for the owner.
In Search of Organic Software
An Article by Pirijan KetheswaranTwo different kinds of farms can grow vegetables. One is a factory farm built for scale, and the other takes the time to grow more expensive but healthier plants without pesticides.
Will everyone appreciate the difference? Of course not, but the latter plants are labelled ‘organic’ to give us the information and the choice, so that those of us who do care can make better decisions.
So maybe we should have ‘organic’ software as well, made by companies that:
- Are not funded in such a way where the primary obligation of the company is to 🎡 chase funding rounds or get acquired (so bootstrapping, crowdfunding, grants, and angel investment are okay)
- Have a clear pricing page
- Disclose their sources of funding and sources of revenue
Things that don't scale
An Article by Benedict EvansMaybe the internet is due for a wave of things that don’t scale at all. In that light, I’ve been fascinated by ‘Morioka Shoten’ in Tokyo - a bookshop that sells only one book at a time. This is retail as anti-logistics - as a reaction against the firehose, and the infinite replication of Amazon. Before the internet that would only work in a very dense city, but, again, the internet is the densest city on earth, so how far do we scale the unscalable?
The Genius of Apple's Name
An Article by Shawn WangIt's easy to have strong opinions about stuff only developers see since user validation is just asking people like yourself. It's much harder to name something consumer facing. Here are some useful rules I gleaned from Apple:
- Two syllables max
- Familiar English word - literal 5 year olds can spell and pronounce it right
- Starts with A - useful for alphabetical sort. Amazon did this too
- Name leads to easy logo/swag/branding ideas
- Evoke aspirational qualities - knowledge, health, nature
Why I'm losing faith in UX
An Article by Mark HurstIncreasingly, I think UX doesn't live up to its original meaning of "user experience." Instead, much of the discipline today, as it's practiced in Big Tech firms, is better described by a new name.
UX is now "user exploitation."
The Cycle of Goodness
An Idea by Tadao YoshidaThe CYCLE OF GOODNESS® is the corporate philosophy established by YKK’s founder, Tadao Yoshida, who believed that “no one prospers without rendering benefit to others.” It expresses the basic belief of the YKK Group. Tadao Yoshida firmly believed that business belongs to society. As an important member of society, a company survives through coexistence. When the benefits are shared, the value of the company’s existence will be recognized by society. When pursuing his business, Mr. Yoshida was most concerned with that aspect and would find a path leading to mutual prosperity. He believed that using ingenuity and inventiveness in business activities and constantly creating new value would lead to the success of clients and business partners and make it possible to contribute to society. This type of reasoning is referred to as the CYCLE OF GOODNESS® and has always served as the foundation of our business activities.
Weighing up UX
An Article by Jeremy KeithMetrics come up when we’re talking about A/B testing, growth design, and all of the practices that help designers get their seat at the table (to use the well-worn cliché). But while metrics are very useful for measuring design’s benefit to the business, they’re not really cut out for measuring user experience.
How Microsoft crushed Slack
An Article...and why the era of worker-centered work tools may be over.
Rethinking Repair
This chapter is an exercise in broken world thinking. It asks what happens when we take erosion, breakdown, and decay, rather than novelty, growth, and progress, as our starting points in thinking through the nature, use, and effects of information technology and new media.
The modern infrastructural ideal
The form and possibility of the "modern infrastructural ideal" is increasingly under threat, as cracks (sometimes literal ones) show up in our bridges, our highways, our airports, and the nets of our social welfare systems. For these and other reasons, broken world thinking asserts that breakdown, dissolution, and change, rather than innovation, development, or design as conventionally practices and thought about are the key themes and problems facing new media and technology scholarship today.
Attached to this, however, comes a second and more hopeful approach: namely, a deep wonder and appreciation for the ongoing activities by which stability (such as it is) is maintained, the subtle arts of repair by which rich and robust lives are sustained against the weight of centrifugal odds, and how sociotechnical forms and infrastructures, large and small, get not only broken but restored, one not-so-metaphoric brick at a time.
The fulcrum of these two worlds
Here, then, are two radically different forces and realities. On one hand, a fractal world, a centrifugal world, and always-almost-falling-apart world. On the other, a world in constant process of fixing and reinvention, reconfiguring and reassembling into new combinations and new possibilities...the fulcrum of these two worlds is repair.
A creature of bones, not words
In building connections, [articulation work] builds meaning and identity, sorting out ontologies on the fly rather than mixing and matching between fixed and stable entities. Articulation lives first and foremost in practice, not representation; as its proper etymology suggests, it's a creature of bones, not words. When articulation fails, systems seize up, and our sociotechnical worlds become stuff, arthritic, unworkable.
The world is always breaking
So the world is always breaking; it's in its nature to break.
A side that goes unrecognized
Edward Burtynsky, Shipbreaking #4.
Burtynsky's [shipbreaking] photos tell us important things about the themes of breakdown, maintenance, and repair raised here. The first is the extent to which such work is rendered invisible under our normal modes of picturing and theorizing technology. Burtynsky's photos share, in exquisite detail, a side or moment of technological life that goes for the most part unrecognized.
If we are to understand maintenance, repair, and technology more broadly, scenes such as Burtynsky's must be made empirically and conceptually familiar, even normal.
Turned into other things
Ask yourself this: for all the representations of great ships in history you've encountered, at what times and in what forms have you seen such vessels? In almost every instance it will be at moments of birth, or at the heights of strength and glory: the christening before the maiden voyage, rounding the cape, facing down the Spanish fleet, and so on. But what happens (or happened) to these ships? Save for the special cases of hostile sinking, shipwreck, or honorable retirement and preservation, it was this: they were disassembled, repurposed, stripped, and turned into other things.
An engine of technological difference
Whether at the level of national "technological styles" that shape and differentiate the nature of "same" technologies in different national contexts, or the simple but consequential variations by which industrial commodities are brought into, enlivened, and sustained within the circumstances of individual homes and lives, repair may constitute an important engine by which technological difference is produced and fit is accomplished.
The internet grew by breaking
The Internet grew by breaking, bumping up against the limits of existing protocols and practices and working around them, leaving behind almost by accident some of the properties that we now enumerate as key and distinctive virtues of the Internet as infrastructural form. Far from being a generalized cultural tendency or a property of individual minds, innovation in the technology space, as in culture more generally, is therefore organized around problems. This makes innovation simultaneously specific and in some measure collective in nature. And its engine is breakdown and repair.
What the fixer knows
Can repair sites and repair actors claim special insight or knowledge, by virtue of their positioning vis-à-vis the worlds of technology they engage? Can the fixer know and see different things—indeed, different worlds—than the better-known figures of "designer" or "user"?
Tool-being
Take Heidegger's notion of "tool-being", built around the central distinction between tools that are "ready-to-hand" versus "present-at-hand".
In the former state, technologies function as anticipated, do and stay where they're supposed to, and therefore sink below the level of conscious reflection. In the latter, the material world resists, obstructs, or frustrates action, and therefore calls attention to itself (precisely because we must now work to figure out and overcome barriers in our no-longer seamless world).
An ethics of mutual care
Foregrounding maintenance and repair as an aspect of technological work invites not only new functional but also moral relations to the world of technology. It references what is in fact a very old but routinely forgotten relationship of humans to things in the world: namely, an ethics of mutual care and responsibility.
To love deeply a world of things
Care brings the worlds of action and meaning back together, and reconnects the necessary work of maintenance with the forms of attachment that so often (but invisibly, at least to analysts) sustain it.
...What if we care about our technologies, and do so in more than a trivial way? This feature or property has sometimes been extended to technologies in the past, but usually only ones that come out of deep folk or craft traditions, and rarely the products of a modern industrial culture.
...Is it possible to love, and love deeply, a world of things?
We live in the aftermath
So do we live in later modernity, postmodernity, alternative modernity, or liquid modernity? Knowledge societies, information societies, network societies, or risk societies? New media, old media, dead media, or hypermedia? The world of information, the world of search, the world of networks, or the or the world of big data?
The answer is simple: like every generation before, we live in the aftermath.