Tag: business

  • Your project failed. Now what?

    Your project failed. Now what?

    Failure in the workplace can take many shapes. The budget cycle ended, and your prized initiative was the only one on the chopping block. Or the client called and abruptly cancelled your agency’s long-term contract. Maybe the star employee you recruited into your company turned out to be less than stellar, and you participated in a string of HR discussions culminating in termination. In any of these cases and many more, you experienced a demoralizing, public failure.

    First of all, congratulations! If every single one of your projects succeeded, it would mean you were coasting. Failing once in a while is a good sign. While failure can certainly come from inattention or poor decision-making, it often is associated with experimentation and innovation. No one seeks out the sting of a failure and its repercussions, but smart professionals embrace failure as an opportunity to learn and improve.

    Read more about how to handle failure at work over at Quartz.

  • Friday 5 — 2.26.2016

    Friday 5 — 2.26.2016

    snapchat filters

    1. Snapchat now allows users to design and submit their own geofilters — overlays that appear on snaps sent within a defined area and timeframe. Techcrunch explains how to make your own.,
    2. If you’re now perpetually wandering around with earbuds in, you’re likely spending some of that time listening to Spotify. But you may not know some of Spotify’s lesser-known, cool features, like re-producing your favorite album or finding obscure musical sub-genres through advanced search.
    3. A lot has been written about responsive work process, and how it can improve both team culture and product results. This Smashing Magazine article offers an especially clear and concise definition and approach, with relevant examples.
    4. Is your data visualization conveying what you think it does? This article explains the role and effect of various preattentive attributes, and provides a checklist to keep your data visualization on track.
    5. Chris Dixon outlines “What’s Next in Computing?” He provides a historical overview of recent gestation and growth phases in computing, as well as insights into technologies like drones and AI which are rapidly maturing in the marketplace.

    Weekend fun: If 180lb walking robots are your jam, Boston Dynamics has just the video for you. I’m pretty sure the guy who pokes Atlas with the hockey stick is not going to survive his next video shoot.

    Every Friday, find five, highly subjective pointers to compelling technologies, emerging trends, and interesting ideas that affect how we live and work digitally. Try out the Friday 5 archive, or sign up for a weekly email.

     

  • Friday 5 — 1.29.2016

    Friday 5 — 1.29.2016

    snapchat-plus

    1. Snapchat is targeting users over 35, but it’s not the most intuitive interface for people familiar with platforms like Facebook on a desktop. Now the service is making it easier for users to find one another with the ability to share your user name. Need more of a primer? The Wall Street Journal explains everything you ever wanted to know about Snapchat and were afraid to ask. [paywall]
    2. Digital product development is a booming competency, with a growing body of literature advocating for different processes. Here’s an excerpt from a book with a user experience (UX) lens: How to devise innovative digital products people want.
    3. “Make this video go viral!” are the five worst words an agency or social media lead can hear. Here’s a handy rebuttal: a look at the behind-the-scenes editorial and production work involved in the success of the NYC snowboarding viral video.
    4. We are becoming a nation of digital haves and “have-mores” as some companies and sectors use new digital capabilities far more than the rest to innovate and transform how they operate. This HBR post examines how this digital disparity can lead to “winner take most” outcomes, and why private and public sector leaders should care about addressing this disparity.
    5. We all experience the problem of linkrot, the links on the web that take you to dead pages. But now site owners can do something about it. Harvard’s Berkman Center has released Amber, a free software tool for WordPress and Drupal to preserve content and prevent broken links. The plug-in takes a snapshot of the content of every linked page to ensure the original content stays available.

    Weekend fun: Those still mourning the Patriots’ crushing defeat may take solace in this video devoted to a Boston accent. At least the Super Bowl ads are starting off well — if you can’t catch ’em all, start with this one.

    Every Friday, find five, highly subjective pointers to compelling technologies, emerging trends, and interesting ideas that affect how we live and work digitally. Try out the Friday 5 archive, or sign up for a weekly email.

  • The promise and reality of collaborative culture

    The promise and reality of collaborative culture

    The promise of computer-led collaboration long pre-dates the late 1990s commercial internet. Earlier that decade, the potential for enterprise efficiency and growth through content sharing among expanded internal networks led to the creation of knowledge management initiatives. The principles behind the initiatives were laudable — improve access to expertise across silos, facilitate innovation, and reduce product development cycles. Unfortunately in most enterprise organizations, the reality was just the opposite. Too often, knowledge hoarding rewarded employees far more than knowledge sharing, and business units did not perceive enough benefit to promote collaborative behaviors. As the saying goes, culture eats strategy for lunch — despite the new technological tools, organizational culture reinforced status quo behaviors.

    It’s hard to create effective top-down initiatives that promote collaboration. Similarly bottoms-up collaborative production efforts can run into roadblocks, like falling victim to the tragedy of the commons, wherein everyone pulls from a common resource without contributing back. Prominent exceptions like Wikipedia exist, but struggle to attract and retain a wide pool of contributors.

    lyft carAnd yet, a robust collaborative economy is emerging. This can’t be attributed to a sudden spike in altruism, although the millennials may be more conscious of consumption than other generations at the quarter-century mark. Rather, technology has for the first time allowed for services to spring up that promote sharing of resources with financial benefit to the sharer. Think of what Airbnb has done to disrupt the hotel industry (which is starting to feel the impact) and how UberX and Lyft have transformed getting a ride. Collaborative behaviors are solving real problems by disintermediating established product and service providers that acted as middlemen in transactions. While the new services continue to experience growing pains, disruptive models are clearly emerging.

    As Zachary Karabell observes, the rise of the collaborative economy is disrupting existing industries and laws. Many established businesses are trying to put the genie back in the bottle, alongside governments struggling to keep up with policy. But there’s no going back — whether it’s ride sharing or lodging or learning, collaboration fueled by an exchange of value is here to stay.The promise of unlimited internet-driven collaboration was a Utopian ideal, and many important projects like Wikipedia and open source software reflect that early promise. But the relatively recent ability for a peer-to-peer value exchange is creating a broad, collaborative economy of differently-mediated services. Smart corporations from the traditional economy are launching rapid experiments, alongside their consumers, to re-imagine their businesses for this new, collaborative normal.

    Photo credit: Via Tsuji

  • It’s not online banking — it’s banking!

    It’s not online banking — it’s banking!

    Continuous and miraculous advances in the digital sphere — cloud computing! big data! the internet of things! — lead us to have a high bar for digital experiences. So it’s particularly surprising when there are mainstream services out there, in this case a retail bank, that seem to have missed the memo on the integration of the internet into their core business.

    Recently I was looking for information about how to report a missing debit card (since found, thankfully). Late one evening I logged onto my bank’s website, through which we manage all our family’s banking transactions. I went to the FAQ to look for something like “lost/stolen debit card” and found all this:

    online banking

    I scrolled through the FAQ, which continues for pages, before realizing why I couldn’t find what I was looking for. All the questions pertained to online banking, i.e., how to use this website instead of actual banking questions. When I finally called the support line listed on the website, the person I reached could answer only questions related to online banking. All the help text and call center staff training were geared to questions like “which browser can I use?” or “how can I to export statements to Microsoft Money?” (a software package discontinued in 2009). To resolve any issues related to actual banking, like a misplaced debit card, I would need to go to a branch or call a different telephone number that the “online banking” person dutifully read off to me.

    Many of us live and work in an internet echo chamber, where we’ve been trained to view the internet as a set of capabilities that can enhance and extend traditional businesses, or create entirely new ones. Reading this FAQ was a stark reminder that [tweetable]there are still whole industries out there with a 1996 mindset[/tweetable], where digital is a discrete channel positioned as a segregated use case rather than a realization of the core business.

    Despite the many “flying car” advances we see, there are still lagging businesses in desperate need of internet integration. The dramatic juxtaposition brought to mind this tweet:

     

  • How to staff an effective social team

    How to staff an effective social team

    Good post from Jerry Kane on the difference between strategic and procedural social media practitioners. The former group understands your business and its vision, and the latter are the digital natives, expert in the tactical usage and what’s next on the horizon. The strategic team members have experiential business knowledge; the procedural pros have the digital muscle memory that informs both gestures and interface expectations. Clearly, age serves as a useful proxy for this divide.

    Social media can enhance the status quo, or disrupt and advance business goals. If your organization’s social media is only a vehicle for news releases, a procedural approach can inform choices of the best technical tools, hashtag usage, and posting times. But if you want to use social media to change what you are doing alongside how you are doing it, cultivate strategic capabilities for your social team as well.

    gratuitous dog photoA concrete example: if you are a high-end pet care company, you can amplify your communications with a procedural approach to going social. Develop an Instagram program that posts your pet grooming success stories, and ride or create a hashtag for people to share similar photos. Create and actively curate a Facebook page with a system of recognition and prizes, and empower local moderators for that page.

    But if your pet care company vision is growth into new revenue streams, you may want to take a more strategic approach to social. Think about offering your customers a sponsored sharing marketplace for your customer community to exchange good and services from crate exchanges to cat-sitting. In return for advancing a “collaborative economy” community, your company gains access to new, younger markets, and intelligence into demand for emerging products and services. This is a uniquely social opportunity, tied to your overall business vision.

    As Kane points out from his teaching, “Classes that include both types of students are often more effective than either one taught separately.” The power of the mixed-capability team holds true in a business setting as well. Build a social team with procedural and strategic capabilities combined to avoid the pitfalls of silos and hierarchies. You’ll end up with a social-enabled organization that’s less reliant on a SWAT team and more aligned with your business goals.

  • Enabling IT for the digital consumer shift

    laptop collaborationLast week at a Boston-based CIO Summit, I spoke about the challenges facing traditional IT roles in a shifting enterprise technology landscape.

    Consumerization of IT is a foregone conclusion: employees are bringing not only their personal devices (BYOD-sanctioned or otherwise) but more significantly their habits and expectations born of living in a full-on digital world. The proliferation of well-designed, productivity-enhancing, cloud-based software means employees won’t wait. Nimble organizations will rely only on the flavors of enterprise software that, as VC Bijan Sabet said, don’t require sales or installation, rock on mobile, and enable strong network effects. The good news: many C-suite leaders are on board. The challenge is that many of the development processes and practices were created for a more clear-cut, waterfall world. How do we help development teams be successful given their existing legacy system realities, while adding on a very different mandate of creating digital experiences for ever more demanding business employees?

    One way is rethinking training. GE was the first corporation to partner with General Assembly, which offers a range of technical, business, and design courses led by experienced practitioners, not corporate trainers. From CodeAcademy to Skillshare, there are myriad learning options at varying pricepoints for enterprise to beta. Another way to support this shift is to put business employees and developers on co-funded projects, so that potentially competing concerns like mobility and security are shared. As a colleague likes to remark, “nothing drives project collaboration like an exchange of hostages.”

    As media report ever-growing CMO technology budgets, closer collaboration between business and IT is a requirement for advancing enterprise digital initiatives. Figuring it all out can’t be achieved solely through a strategy deck — the best way to chart the course is to get started on a near-term project, measure, and repeat.

  • How universality benefits the web profession

    We’ve spent two decades talking about a web that’s inclusive and flexible. We’ve devoted countless hours to creating spaces where conversations and relationships can thrive. The longer we tolerate a community that excludes others, the more we, as an industry, are defined by exclusion—and the further away we remain from the universality we’ve worked so hard to build.

    – Sara Wachter-Boettcher in A List Apart on cultivating diversity and respect in the web profession

     

  • It’s Time to Find the Women in Tech

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    “Where are all the women?” is an irritatingly common refrain in tech circles. Plenty of executives and investors, male and female, are seeking to advance more women in technology. But how?

    We need to take a three-pronged approach, bolstering education, opportunity, and visibility for women in technology.

    Increasing the pipeline of qualified women is a first step. Improving girls’ access to science, technology, engineering, and math education is vital: organizations like the White House Office of Science and Technology Policy are investing heavily in so-called STEM initiatives. Get girls interested in science and math, the thinking goes, and they grow up into women earning 33 percent more than their peers in non-STEM jobs.

    Myriad organizations work to advance girls’ interest in technology, from the brand-new Girls Who Code to the Girl Scouts, with long-established programs for “STEM girls.” At the undergraduate level, courses like Harvard’s CS50 are aimed at first-time coders, and their unintimidating, practical approach has encouraged more young women to learn to write software. Similarly, as the need for web technology in all industries increases, the need for mid-level programming will create roles for “blue-collar coders” with fewer formal educational credentials.

    Matching qualified female candidates with employment opportunities remains a challenge, however. Just getting qualified women in to meet tech company hiring managers demands that industry insiders broaden their professional networks to include more women.

    An organization called CODE 2040 has developed an approach to improving minority representation in the industry. It mentors black and Latino technical students and places them in Silicon Valley startup internships, and has a similar program for young women in the works.

    Mentoring is key to expanding opportunities. Young women need to see mid-level and senior tech industry women succeeding. Last year, I attended a networking event where I spotted fewer than a dozen women among several hundred attendees. The “woman in technology” keynoting the event was a celebrity marketing organic baby products, while a male colleague explained the underlying business model on her behalf. It’s discouraging, and a missed opportunity, for young women not to encounter role models to spotlight the path towards leadership in the industry.

    Visibility is the third prong. There are many qualified tech industry women out there. They’re hiding in plain sight. The “Where are the women?” refrain often occurs after a male-dominated tech conference where few women were considered to speak and even fewer actually spoke. In such contexts, some women may consider the risks of being outspoken to be disproportionate to the rewards. The experience of women bloggers would seem to bear out their concerns. They experience more ad hominem criticism than men, as well as actual sexual harassment, according to Rebecca Greenfield in her Atlantic Wire article, “The Plight of the Girl Tech Blogger.” And although women outnumber men on Twitter, they are less likely to be followed and less likely to be retweeted. To encourage women to dare to be visible, we have to change how women with opinions and agendas in technology are treated.

    Broadening the definition of professional technology roles could also increase women’s visibility in the sector. As important as it is to create more female engineers, it’s equally important to avoid the internecine conflict about “who counts.” Sheryl Sandberg’s commencement address at Harvard Business School this year spurred debates about whether women who get on the rocket ship of a startup instead of building it are setting their sights too low. Let’s instead pitch a bigger tent: embrace digital project managers, technical writers, and female executives as part of the growing women-in-tech community.

    Getting these three pieces—education, opportunity, and visibility—in place will go a long way to expanding the presence of women in the tech industry and answering “Where are the women?” once and for all.

    This post originally appeared in Techonomy.