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
Customers don't know what they want At the end of the presentation someone asked whether he thought they should do some market research to see what customers wanted. "No," he replied, "because customers don't know what they want until we've shown them." Then he pulled out a device that was about the size of a desk diary. "Do you want to see something neat?" When he flipped it open, it turned out to be a mock-up of a computer that could fit in your lap, with a keyboard and a screen hinged together like a notebook. "This is my dream of what we will be making in the mid- to late eighties," he said. They were building a company that would invent the future. Walter Isaacson, Steve Jobs The iMac