socializing
The sight of people attracts still other people
An extremely closed structure
People I'd like to meet
multiverse.plus
A Website by Kicks Condor & Weiwei HsuAn audacious attempt to reshape blogging, to see where it can go next!
Podcasts and video have really taken over - to the extent that it feels like reading may be falling behind. Can we enhance text and imagery on the Web? Try to give blogging new life?
Social Attention: a modest prototype in shared presence
An Article by Matt WebbMy take is that the web could feel warmer and more lively than it is. Visiting a webpage could feel a little more like visiting a park and watching the world go by. Visiting my homepage could feel just a tiny bit like stopping by my home.
Party in a shared google doc
An Article by Marie FoulstonIn the absence of the cultural spaces my work usually occupies, I’ve found myself chasing the social rituals they evoke and the reverence they embody through abstract digital recreations and pastiche. In these spaces, familiar feelings and experiences reverberate and mix with new ones.
They are events that all at once feel both practical and absurd.
In a time of such flux and uncertainty, maybe that is as good a place as any to be.
Product vs. Feature Teams
This article is certain to upset many people.
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?
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.