a Pattern with negative consequences (more)

a multi-layer-iterative Product Management process of Thinking in Bets (more)

The Agile Product Development equivalent of Autonomy, Mastery, and Purpose? (more)

A radar chart is a graphical method (diagram) of displaying multivariate data in the form of a two-dimensional chart of three or more quantitative variables represented on axes starting from the same point. The relative position and angle of the axes is typically uninformative, but various heuristics, such as algorithms that plot data as the maximal total area, can be applied to sort the variables (axes) into relative positions that reveal distinct correlations, trade-offs, and a multitude of other comparative measures. https://en.wikipedia.org/wiki/Radar_chart

A diagram is a symbolic representation of information using visualization techniques. https://en.wikipedia.org/wiki/Diagram Thinking Tool (more)

I'm pondering some thoughts around gardening an Agile Product Development process, inspired by (more)

Skillshare (stylized as SKILLSHARE) is an American online learning community for people who want to learn from educational videos.[1][2][3] The courses, which are not accredited, are available through subscription.[4][5] The majority of courses focus on interaction rather than lecturing, with the primary goal of learning by completing a project. The main course categories include creative arts, design, entrepreneurship, lifestyle and technology. https://en.wikipedia.org/wiki/Skillshare (more)

Marketing your site/service by having "good" "content". (more)

He is noted for having made several key contributions to the study of business and corporate strategy. His 1974 study of diversification strategy inaugurated a stream of work on the performance implications of diversification. His 1982 paper with Steven Lippman showed how classical industrial organization results---profitability being related to concentration and to market share---could arise under perfect competition if there was uncertainty in the sources of efficiency. This result was key in the development of the "resource-based view" of strategic success. Rumelt's 1991 empirical follow-on (How Much Does Industry Matter?) showed that the most of the dispersion of profit rates in the economy was between business units rather than between industries. His 2011 book (Good Strategy/Bad Strategy) redefined strategy as a form of problem solving. It was chosen one of six finalists for the Financial Times & Goldman Sachs Business Book of the Year award for 2011. https://en.wikipedia.org/wiki/Richard_Rumelt

Agile Software Development "model" to define frameworks such as SAFe, LeSS, and Holacracy....or you might call this a minimal viable framework*. From Jurgen Appelo. (more)

Moxie Marlinspike: My first impressions of web3. Despite considering myself a cryptographer, I have not found myself particularly drawn to “crypto.”... I don’t share the same generational excitement for moving all aspects of life into an instrumented economy.... Even strictly on the technological level, though, I haven’t yet managed to become a believer. So given all of the recent attention into what is now being called web3, I decided to explore some of what has been happening in that space more thoroughly to see what I may be missing. (more)

Casey Newton: The battle inside Signal. Signal app appears to have more than 40 million users, up from approximately 20 million last month (more)

Digital Garden hosting service based on the engine I built for myself, now available for you. http://flux.garden (more)

Alistair Cockburn idea of recognizing that different Projects have different constraints, and therefore each needs it own methodology/process. (more)

Crystal Orange Web differs from Crystal Orange in that this methodology does not deal with a single project but with a continuous stream of initiatives that require programming and with each initiative's results being merged with the growing code base being used by the public. (more)

Rusty Guinn: An Inconvenient Truce. British and German soldiers hold a Christmas truce during the Great War...It has stuck with us for a very long time now. It will be one of our stories for much longer... Swords into Plowshares is a powerful meme....Memes are the building blocks of narrative, and the Christmas Day Truce served several narratives at once... For each of those reasons, it should be easy to see why we so often tell the story of the Christmas Day Truce in 1914.... For the same reasons, it should be easy to see why we do not tell the story of Christmas Day Truces in 1915, 1916, 1917, 1940, 1941, 1942, 1943 or 1944.... We don’t talk about those other truces for two reasons: first, because countries and their leaders realized after 1914 that allowing such a powerful meme to humanize the enemy was counterproductive to their war aims. Government ministries cracked down heavily on the publication of reports of any subsequent truces, shifting their existence from public knowledge back to private knowledge. Second, we don’t talk about many later truces because military command among practically all of the belligerents made a special point from then on to schedule Christmas Eve raids or, at the very least, to engage in artillery bombardment or steady machine gun fire to prevent the rising of audible carols. I tweeted that I'm unclear on who the missionaries are, and what exactly their role and motivation is. See also my Culture War map/links, esp (2017-02-15) MindMap CultureWar SocialMedia Economy. (more)

I saw tweets about fake COVID-19 rapid test sites, and got concerned because 2 of my kids have gotten tested. (more)

Ash Maurya: “Lean Startup, or Business Model Design, or Design Thinking?” is the Wrong Question. A business model describes 3 things: value creation, value delivery, and value capture. All three relate to customers. Therefore, customer-centricity also needs to be at the core of how you define, measure, and communicate progress. (more)

Ash Maurya: Reorder your Chain of Beliefs with a leaner Lean Canvas. ...at the earliest stages, however, it helps to more narrowly focus attention on just the two outer boxes of the canvas: Customer segment and Problem. (Customer Discovery) (more)

Ash Maurya: My New Project — Unpacking the Innovator’s Gift – Love the Problem. Problem Discovery (Problem Interview) Before Solution Validation (Solution Interview) (more)