domingo, 18 de marzo de 2018

A Look at How Technology is Reshaping the Global Economy (by @maxmarmer )

 via medium – The Industrial Era jobs and institutions decline towards death and the Information Era matures and blooms. The decline of the Industrial Era may have been subtler, and easy to ignore in years past.

The global economy as a whole will also be in precarious place if Information Era companies do not continue to produce accelerating growth. While we’ve nominally been in recovery since 2009, much of the expansion has been enabled by unprecedented levels of debt created by Central Banks around the world. Sky high debt levels across consumers, corporations and countries, are all being buoyed by historically low interest rates. Wealth inequality is rising fast and geopolitical tensions are heating up. We’ve been blessed by very low volatility the last few years, but we also are in many ways dependent on it.

Technology companies continue to become a bigger percentage of the world economy. They have overtaken Oil and Gas companies to become the largest public companies in the world, the private market is bursting with billion dollar unicorn valuations unseen before in history, and many non-technological industries are either dying at its hands or becoming one with it.

Some of this technological future will come from large companies, but by and large these large companies still haven’t figured out how to reliably create disruptive innovation. Their role in the innovation landscape is predominantly as acquirers, where they grow acquired products, applying their capacity for efficiency and scale.

An essential orienting frame for understanding the current state of the world, is that we are at a point of criticality. A liminal space between eras. The old world Industrial order is breaking down, and the new Information world order is in the process of taking over. This transition period is one of opposing forces of exponential creation and exponential destruction.

In the forthcoming era of technological disruption the need for a robust social safety net will be paramount.

worth reading, I'd recommend max. attention ;-)

martes, 13 de marzo de 2018

eHealth Market worth 132.35 Billion USD by 2023

 via @marketsmarkets According to latest research report "eHealth Market by Product (EHR, PACS & VNA, RIS, LIS, CVIS, Telehealth, eRx, HIE, Patient Portal, Medical Apps), Services (Remote Patient Monitoring, Diagnostic Services) End User (Hospitals, Home Healthcare, Payers, Pharmacy) - Global Forecast to 2023", is expected to reach USD 132.35 Billion by 2023 from USD 47.60 Billion in 2018, at a CAGR of 22.7%.

Factors driving market growth include the regulatory mandates and government initiatives for the implementation of eHealth solutions; growing mHealth, telehealth, and remote patient monitoring markets (prevalence of chronic diseases); and increasing need to curtail the escalating healthcare costs. In addition, the emerging market in China, India, and Australia; rising shift towards patient-centric healthcare delivery; and growing use of eHealth solutions in outpatient care facilities are further increasing the demand for eHealth solutions and services given shortage of healthcare professionals, and rising usage of big data.

Some of the key players in the eHealth market are:
GE Healthcare (US),
Cerner (US),
McKesson (US),
Allscripts (US),
Philips (Netherlands),
Siemens Healthineers (Germany),
athenahealth (US),
Epic Systems (US),
IBM (US), Optum (US),
Medtronic (Ireland),
Cisco (US).

The eHealth market in this report is segmented on the basis of product & service and end user. This report also provides market information on major regional segments, namely, North America, Europe, Asia Pacific, and the Rest of the World.

By products and services, the eHealth solutions segment dominated the eHealth market in 2017
The EMR/EHR solutions segment accounted for the largest share of the eHealth solutions market in 2017. Supportive government initiatives for EMR implementation across the globe, growing consolidation among healthcare providers, rise in digital and connected healthcare technologies, and increased government incentives are the key factors supporting the growth of this market.

The remote monitoring services segment dominated the eHealth services market in 2017. The large share of this market is mainly attributed to the rising prevalence of chronic diseases and lifestyle disorders, increasing geriatric population, and high preference for home healthcare and rehabilitation due to the convenience of the services.

By end user, healthcare consumers are expected to register the highest CAGR during the forecast period
Based on end user, the global eHealth market is segmented into healthcare providers, healthcare payers, healthcare consumers, pharmacies, and other end users. Healthcare consumers are expected to register the highest CAGR during the forecast period. The growth in this end-user segment can be attributed to the factors such as the increasing number of people requiring remote patient monitoring, rising demand for personalized care, and high penetration of digital technologies in the healthcare industry.

North America dominated the market in 2017
In 2017, North America dominated the global eHealth market. The growth in this market can mainly be attributed to the strong IT infrastructure in the region, increasing investments and regulatory mandates favoring the implementation of eHealth solutions, presence of large healthcare IT companies, and rising utilization of remote patient monitoring solutions and services for the management of prevalent chronic diseases and lifestyle disorders. The Asia Pacific region is expected to grow at the highest CAGR during the forecast period. High growth in the Asia Pacific region is largely driven by government investments & reforms to modernize healthcare systems, rising medical tourism, implementation of eHealth programs, and increasing per capita income in this region.

However, factors such as reluctance among medical professionals to adopt advanced eHealth solutions and high-cost of deployment and maintenance of eHealth solutions are likely to hinder the growth of the global eHealth market to some extent.

Years considered for this report
2017 – Base Year
2018 – Estimated Year
2023 – Projected Year

Global eHealth Market, By Type

eHealth Solutions
  • EHR/EMR Solutions
  • Picture Archiving and Communication Systems & Vendor Neutral Archive
  • Radiology Information Systems
  • Laboratory Information Systems
  • Cardiovascular Information Systems
  • Pharmacy Information Systems
  • Other Specialty Information Systems
  • Telehealth Solutions
  • E-Prescribing Solutions
  • PHR & Patient Portals
  • Clinical Decision Support Systems
  • Health Information Exchange Solutions
  • Chronic Care Management Apps
  • Medical Apps

eHealth Services
  • Remote Monitoring Services
  • Diagnosis & Consultation Services
  • Healthcare Systems Strengthening Services
  • Treatment Services
  • Database Management Services

Global eHealth Market, By End User
Healthcare Providers
  • Hospitals
  • Ambulatory Care Centers
  • Home Healthcare Agencies, Nursing Homes, and Assisted Living Centers
Healthcare Consumers
Other End Users

Global eHealth Market, by Region
North America
  • US
  • Canada

  • Germany
  • UK
  • France
  • Italy
  • Spain
  • Rest of Europe

Asia Pacific
  • Japan
  • China
  • India
  • Australia
  • Rest of Asia Pacific

Rest of the World
  • Latin America
  • Middle East and Africa

domingo, 4 de marzo de 2018

How To Become A Centaur (by @ncasenmare)

 AIs are best at choosing answers. Humans are best at choosing questions.
via @mit_jods How To Become A Centaur by Nicky Case

…we’ve told ourselves that our relationship between ourselves and our AI is like a chess game: 
Zero-sum — one player’s win is another player’s loss.

They invited all kinds of contestants — supercomputers, human grandmasters, mixed teams of humans and AIs — to compete for a grand prize.2
Not surprisingly, a Human+AI Centaur beats the solo human. But — amazingly — a Human+AI Centaur also beats the solo computer.

This is because, contrary to unscientific internet IQ tests on clickbait websites, intelligence is not a single dimension. (The “g factor”, also known as “general intelligence”, only accounts for 30-50% of an individual’s performance on different cognitive tasks.3 So while it is an important dimension, it’s not the only dimension.) For example, human grandmasters are good at long-term chess strategy, but poor at seeing ahead for millions of possible moves — while the reverse is true for chess-playing AIs. And because humans & AIs are strong on different dimensions, together, as a centaur, they can beat out solo humans and computers alike.

Now, not only does pairing humans with AIs solve a technical problem — how to overcome the weaknesses of humans/AI with the strengths of AI/humans — it also solves that moral problem: how do we make sure AIs share our human goals and values?
And it’s simple: if you can’t beat ‘em, join ‘em!

The rest of this essay will be about AI’s forgotten cousin, IA: Intelligence Augmentation. The old story of AI is about human brains working against silicon brains. The new story of IA will be about human brains working with silicon brains. As it turns out, most of the world is the opposite of a chess game:
Non-zero-sum — both players can win.

…I’ll show how humans are already working with AIs in various fields, from art to engineering. And finally, I’ll give some rough ideas on how you can design a good partnership with an AI — how to become a centaur. 
Together, humans and AI can go from “checkmate”, to “teammate”.

Over the next few decades, the wonders in The Mother of All Demos slowly reached the public. The personal computer gave ordinary people the power of computing, something only governments and big corporations could afford previously. A particle physics lab in Switzerland released a little thing called the “World Wide Web”, which let people share knowledge using things called “web pages”, and people could even create connections between pieces of knowledge using something called a “hyperlink”.

Steve Jobs once called the computer a bicycle for the mind. Note the metaphor of a bicycle, instead of a something like a car —a bicycle lets you go faster than the human body ever can, and yet, unlike the car, the bicycle is human-powered. (Also, the bicycle is healthier for you.) The strength of metal, with a human at its heart. A collaboration — a centaur.

Doug Engelbart envisioned that the computer would be a tool for intellectual and artistic creativity; now, our devices are designed less around creation, and more around consumption. Forget AI not sharing our values — even non-AI technology stopped supporting our values, and in some cases, actively subverts them.7
We hoped for a bicycle for the mind; we got a Lazy Boy recliner for the mind.

When you create a Human+AI team, the hard part isn’t the “AI”. It isn’t even the “Human”. 
It’s the “+”.
Human nature, for better or worse, doesn’t change much from millennia to millennia. If you want to see the strengths that are unique and universal to all humans, don’t look at the world-famous award-winners — look at children. Children, even at a young age, are already proficient at: intuition, analogy, creativity, empathy, social skills. Some may scoff at these for being “soft skills”, but the fact that we can make an AI that plays chess but not hold a normal five-minute conversation, is proof that these skills only seem “soft” to us because evolution’s already put in the 3.5 billion years of hard work for us.

And if you want to see the weaknesses of humans, go to school. This is the stuff that’s hard for human intelligences, and requires years of training to gain even a basic competency: arithmetic, computation, memory, logic, numeracy. Note that these are all things your phone can do better and faster than the smartest human alive. (And we wonder why kids feel school is meaningless…)

AIs choose answers. Humans choose questions. And given all the possibilities, the promises and pitfalls of technology in the coming decades, the next question for us humans to choose is:
What’s next?

Meanwhile, the story of IA has been one of a tragic fall. Starting out strong with Doug Engelbart’s Mother of All Demos, the idea of IA has slowly been forgotten, as technology shifted from tools for creation and more towards tools for consumption. Someone stole the wheels off the bicycle for our mind.

But now, these two story threads may be starting to wrap together, forming a new braid in history: AIA — Artificial Intelligence Augmentation.8 IA can give AI the human partnership it needs in order to remain aligned with our deepest goals and values. And in return, AI can give IA some new replacement wheels for the bicycle of our mind.

I’d like to tell you what the future holds. But if you tell someone something good is inevitable, it can cause self-defeating complacency — and if you tell someone something bad is inevitable, it can cause self-fulfilling despair.
Besides, answers are for AIs. As a human, you deserve questions.

Symbiosis shows us you can have fruitful collaborations even if you have different skills, or different goals, or are even different species.  Symbiosis shows us that the world often isn’t zero-sum — it doesn’t have to be humans versus AI, or humans versus centaurs, or humans versus other humans. Symbiosis is two individuals succeeding together not despite, but because of, their differences. Symbiosis is the “+”. 
A new chapter in humanity’s story is beginning, and we — living together — get to write what happens next.

jueves, 22 de febrero de 2018

Si alguien trabaja más por la parte variable es que no es un buen profesional (por @RafaelOliverTDC )

Si alguien trabaja más por la parte variable es que no es un buen profesional | Dirección Comercial Blog

El argumento base es de libro, si no me pagan un variable sustancioso no trabajo más allá del mínimo legal/moral. … Los que piensan que los salarios con parte básica y variable convienen a las empresas se equivocan, si hay profesionales que no consiguen los resultados esperados de ellos hay que analizar el porqué de esa consecuencia, si es por falta de visitas, por no dirigirse a los prospects correctos, de hacerlas correctamente, de falta de leads generados por la empresa, de falta de producto, de no saber desarrollar las operaciones…
Pagar una remuneración muy dependiente de los resultados está basado en un mecanismo corruptor de alguna manera, es como pagar mucho más a un policía por perseguir a los criminales o por las multas que imponga. La labor de un profesional puede estar relacionada con incentivos en función de los resultados, pero llevando cuidado con los factores sobre las que se basa. Un médico, un vendedor, un policía, un fontanero, un cocinero, etcétera, deben esforzarse al máximo por conseguir su propósito y no puede estar premiados por hacer una parte básica de su función, sólo por aquellas partes de su trabajo que conllevan un riesgo especial, un esfuerzo fuera de su área geográfica, la adquisición de un nuevo conocimiento por su cuenta, etcétera, merecen un extra.
El buen management es el que debe conseguir esa querencia hacia los resultados, aunque también es el responsable de conseguir una remuneración digna. Para exigir hay que pagar bien.

domingo, 18 de febrero de 2018

A Taxonomy of Troublemakers (via @firstround)

 “If in workplace after workplace you are the only one who's right and everyone else is a jerk, schmuck or idiot, take note: there’s a common denominator and it’s you,” says Foster.

A Taxonomy of Troublemakers for Those Navigating Difficult Colleagues | First Round Review

Here’s a list of eight difficult personality types — and how their behavior can manifest positively or negatively in the workplace.

Narcissus - thinks highly of oneself, ballooning self-esteem
  • As a positive trait: willingness to try new things with any possibility of success
  • As a negative trait: entitled, condescending, self-centered, attention-seeking
Venus Flytrap - very appealing initially, eventually brings chaos
  • As a positive trait: incredibly persuasive and relatable to many people
  • As a negative trait: shifts expectations/emotions, creating unstable relationships
Swindler - systematic and charming, but dangerous and self-propagating
  • As a positive trait: magnetic, influential, savvy and resourceful
  • As a negative trait: no regard for rules, laws, or for other people
Bean Counter - controls quality, but becomes a bottleneck
  • As a positive trait: focused, persistent and involved
  • As a negative trait: obsessive, paralyzed, blocks progress
Distracted - a nutty professor, can’t time-manage, organize or finish tasks
  • As a positive trait: brilliant, curious and informed
  • As a negative trait: procrastinating, preoccupied and noncommittal
Robotic - process-oriented, but struggles to connect with people
  • As a positive trait: structured, focused, rule-bound
  • As a negative trait: rigid, aloof, disconnected, mechanical
Eccentric - unique individual, but with peculiar ideas
  • As a positive trait: original, strong beliefs, big thinker
  • As a negative trait: difficult to understand, detached, irrational
Suspicious - Self-protective, but paranoid, often with a conspiratorial world view
  • As a positive trait: vigilant, prizes loyalty/trust, confidential
  • As a negative trait: insecure, fearful, always at war

Regardless of which disruptive colleagues you may encounter, she recommends taking agency with the following five steps:
  • Check yourself. “When someone is causing you trouble or you're having difficulty with someone at work, check yourself. Have you ever just disliked somebody because they reminded you of somebody else you disliked? It happens. Take a beat and make sure that your reaction is calibrated.”
  • Name the beast. “It's very easy to call someone a jerk or a schmuck. But people aren't necessarily schmucks at all — there’s a mismatch between their personality-driven behavior and the situation. Define exactly what it is that’s causing trouble because once you can define the behavior, it can really help you with your intervention.”
  • Empathize with their anxiety. “Take what you know about people. People love to tell you about themselves. Listen. If they're having interpersonal trouble, figure out which bucket they might fall into and try to empathize with the anxiety that’s causing them to act that way.”
  • Call out the behavior. “Decide whether you're going to call out the behavior or not. Some behavior's so egregious that you absolutely have to call it out in the moment. Other times when you notice the behavior recurring, schedule a private meeting to talk about that pattern.”
  • Keep it short. Be direct. “If you do call out the behavior, keep it short, be concise, and be direct. And try to do this feedback or intervention as close to a recent event as possible to give the other person the best chance of hearing the message.”

If all that fails, Foster has one final tip. “If in workplace after workplace you are the only one who's right and everyone else is a jerk, schmuck or idiot, take note: there’s a common denominator and it’s you,” says Foster. “If and when you figure this out about yourself — or if you're lucky enough to have somebody point it out to you — consider yourself fortunate. You have been given a roadmap for self-betterment. Eat humble pie and take it under advisement. Do what you need to do to make changes. It’ll improve your life — in and outside of work.”

sábado, 17 de febrero de 2018

How Likely Is Your Industry to Be Disrupted? (via @HarvardBiz)

 “Nothing in life is to be feared; it is only to be understood” ~Marie Curie, who was awarded the Nobel Prize in Physics in 1903 and in Chemistry in 1911, had that point of view which would serve today’s business leaders well.
Understanding where your industry sits in terms of its susceptibility to disruption will help you make momentous strategic choices. The right time to start taking control of your unique state of disruption is now.

How Likely Is Your Industry to Be Disrupted? This 2x2 Matrix Will Tell You

In the durability state, companies must actively reinvent their legacy business rather than focus on preserving it. This means taking steps to both maintain cost leadership in their core business while also running extensive experiments to increase relevance — for example, by making key offerings not only cheaper but also better for their customers. 
Those in the vulnerability state must address productivity challenges in their legacy businesses right away and thoroughly to get in shape for future innovations (their own or competitors’). One way is by reducing dependence on fixed assets. Another is by taking underused assets and monetizing them. Leading independent power producers, for example, have begun to deploy asset-light, platform-based business models. 
For companies in the volatility state, decisively changing the current course is the only way to survive. Rather than simply abandoning the core business, companies will need to strike a delicate balance when making corporate and financial restructuring moves. 
Companies in the viability state must embrace strategies that keep them in a constant state of innovation. This involves increasing the penetration of innovative offerings with existing customers while expanding aggressively into adjacent or entirely unchartered markets by leveraging the strength of their core business. 

domingo, 4 de febrero de 2018

9 frameworks to master Product Management (by @firstround)

 #mustread … The best companies are most often built by extraordinary product minds. Even if you’re not a PM right now, you can benefit from adopting the habits and strategies that make talented PMs successful.

17 Product Managers Who Will Own the Future of NYC Tech — and the 9 Frameworks They’ll Use to Do It | First Round Review

Absolute must read

1. Getting into the PM Mindset
A good PM fills in the gaps and gets out of the way.
Prioritization becomes critical. 
Significance = Magnitude x Number of People Impacted
where magnitude is a measure of how frustrating/painful/unbearable the problem being solved is.
A magnitude 1 problem might cause mild annoyance, whereas a magnitude 3 problem might cause show-stopping frustration and anger.

Continually question whether the tactic you’re trying creates more friction than the original problem. If the answer is yes, immediately shift course.

2. Figuring Out When to Build What
-Time-Based Risk: when a competitor has launched a new version of its product that its customers don’t like as much, that would give you a time-window.
-Building Blocks First: the other follow-up question you should always ask is “How many other projects depend on this thing?”

3. Turning Product Vision into an Executable Strategy
-Structure your vision wisely.
-Create 2-3 objectives that move you toward that vision.
-Place bets under each objective.

Following this template, you end up with a quarterly roadmap that has every action and each person’s work closely connected with the company’s direction and purpose.

4. Effective Stakeholder Communication
Group 1: Executives and leadership
-Send presentations, decks and other materials before every meeting.
-Validate every decision with data.
-Be specific about the executives' desired participation.
-Take notes and close the loop.
-Send high-level updates right after each meeting with action items.
-Go into too much detail.
-Surprise anyone with bad news. If the news is bad, reach out to folks 1:1 in advance.
-Show up unprepared.
-Ignore room dynamics.

Group 2: Your own team
-Leverage efficient daily stand-ups.
-Review strategy/roadmaps regularly.
-Record and send out notes on key decisions and actions.
-Reward team members often, tell anecdotes about customer pain points that were alleviated.
-Make decisions without engineering and design.
-Send action items/requests without talking about them first, 1:1 or stand-up.
-Forget to update folks on roadmap or specs changes, particularly important after meeting with execs.

Group 3: Internal and external partners
-Exhibit detailed understanding of their work and domain.
-Use the right format at the right time with the right audience.
-Leverage your teammates. Bring in engineering leads.
-Gently and continuously educate them. Partners sometimes don’t know the consequences of their actions.
-Build relationships outside of work meetings.
-Create transparency. Don’t rely on others to communicate to everyone.
-Forget who to loop in at what stage.
-Make stakeholders feel ignored.
-Forget you have more insight than anyone else. Stakeholders don’t see your roadmap.
-Allow meetings to end without clarity.
-Forget to educate about timelines and tradeoffs.

Group 4: Customers
-Always start with the user problem. Ask why and understand the journey that creates that pain point.
-Keep, what’s important to them, top of mind.
-Treat email copy as a part of the product experience.
-Generate empathy for yourself by reading through user feedback, attending user studies in person…
-Leave product communications/messaging to the last minute. *Start with this, don’t end with it.
-Assume marketing will position the product themselves.
-Leave customer success in the dark about launch.
-Believe internal products require no roll out.

5. Create Compelling Product Messaging
Start with one question:
What superpower do you want to give your user? For example, the iPhone lets us navigate to unknown places wherever we are in the world. As a PM, it’s your job to ensure the entire team knows the story you’re trying to create for your users. *This should come first in your development process, not last.
Will Carlin’s 5 C’s framework comes in hand for telling strong stories (your goal should be to craft a story around a single user — not a group of users).
-Context: Establish the setting and identity of the user you’re talking to.
-Conflict: The problem your product attempts to solve for that user.
-Conflict Escalation: Really visualize what it’s like for a user to encounter this problem. Draw out the emotions tied to the pain point and solutions that have been tried but failed. Really feel and describe the frustration, disappointment, etc.
-Climax: Your product is introduced — what changes for the user?
-Conclusion: Detailed description of the improvement in the user’s life.

Use this framework to create a story about your product. Remember, no matter what you do, different versions of your story will emerge once it launches. To win, craft the story that is closest and most personal to your user. The more emotionally resonant it is, the more it will drown out competing perspectives.

6. Build Your Best Product Team
You have to hire people who aren’t just talented, but who are perfect for your particular business.
Develop a strategic hiring plan by determining who on your existing team should be a part of the hiring process (all relevant folks the role will interface with), and the concrete steps every candidate will take between application and hire.
-Build a strategic hiring plan.
-Define key competencies
-Standardize your assessment of competencies.
Running this exercise is time intensive. You have to run several voting rounds to arrive at competencies, questions for each competence, and then the best and worst responses to each question. Sounds like a lot, but it’s incredibly worth it to have a standardized approach created collaboratively — one that can be recycled and reused again and again as hiring picks up pace.

7. Scale Yourself as a Product Leader
PMs should focus on scaling in four areas: decision making, velocity, collaboration and empowerment.

Decision making starts to slow down and crack at a certain point of growth. The warning sign is too many cooks in the kitchen and slowed pace. The antidote is the DACI framework:
-Driver: The one person responsible for the project who drives process and keeps everyone aligned.
-Approver: The person who approves the proposal/recommendation for the project.
-Contributors: People working on the project team, providing input, producing work, etc.
-Informed: People kept in the loop about the project and results, but not contributing.

Velocity of work starts to slow down as tech debt accumulates and teams grow. To fix it, create durable teams around durable problems. To avoid scope creep and last-minute design changes, Chang recommends the following product development process:
-Goal definition: Everyone included in your DACI framework should come together and emerge with a singular goal for the product.
-Product definition: Align on scope of the project and what will be required to solve the problem at hand. What is and isn’t out of scope?
-Design review: Be explicit about the type of feedback you want and don’t want.
-Tech review: Make sure everyone has a chance to debate and buy into the technical approach.
-Go/no-go: Review your checklist to make sure the rest of the org is operationally ready for a product/project launch — i.e. customer service has the bandwidth to answer questions, etc.

Collaboration starts to break at a certain company size. Free people up and fuel effective collaboration with these three moves:
-Make your product roadmap and product docs accessible to the entire company.
-Hold Gate Meetings to force decisions that must be made to proceed.
-Send decision emails to communicate to all possible stakeholders when big decisions have been made and why.

Empowerment at scale becomes important when teams get so big that people feel like they’re just executing on other people’s orders. Several strategies to combat this are:
-Present options instead of a firm decision.
-Start milestone meetings with a background share.

8. Drive Product Development with Data
PMs use data to align stakeholders with roadmaps, track efficacy of what's been built, and prioritize what to build next.
-You have to gather implicit data. Stop making excuses. If you don’t, you’ll have no real visibility into how users will react to new features. These can be little experiments, like seeing if someone will click on a link.
-Don’t underestimate the importance of explicit data. Protect yourself against this by taking in qualitative feedback shared directly by your users.
-Always go to your customers when you observe them. see how people are using your product in their natural habitat. If they’ve developed any workarounds, take special note.
-Find the right users for your questions. At B2B companies, product managers often find themselves engaging with the C-suite at their customers. Determine who is the most relevant user of your product, and pose the questions to them directly.
-Find a meaningful metric for your performance. Net Promoter Score is a common choice, but that’s not universally appropriate. You could augment it with a Customer Effort Score —a measure of whether the company made it easier to perform certain tasks.

9. Going from PM to Founder
In many ways, product management is the ideal springboard for founders. It’s a position that affords you opportunities to go deep in areas that will serve you when running your own business, like:
-P&L and forecasting

But before you can get into all of that, you need to be sure you’re choosing the right idea to work on.
How do you know if an idea is worth pursuing? Evaluate each one according to Marty Cagan’s Four Big Risks:
-Value: Do people want this? When you talk to prospective users, do they see value in what you’re building?
-Usability: Can people figure your solution or product out intuitively?
-Feasibility: Can you and an eventual team build what you have in mind within a realistic time frame with the resources you can realistically get?
-Viability: Is there a clear business model and path to making money?
Before you set out after an idea, make sure you can check each of these boxes and confidently explain your answers to each of these questions to possible investors.

sábado, 3 de febrero de 2018

viernes, 2 de febrero de 2018

Lecciones aprendidas en @habitissimo

 sesión de @JordiBer en #FactoryStartup de @Startup_VLC y @VITemprende

Tendréis que ir a un sesión de Jordi para que os amplíe cada uno de estos titulares:
  1. emprender es una estupidez
  2. tener un plan b por si no sale
  3. por qué existe tu negocio
  4. si quieres ir (qué intriga, me despisté y este no lo recuerdo)
  5. tienes más socios (hacienda)
  6. no necesitas inversor, sino cliente
  7. bootstrapero o rondero
  8. foco, foco, foco (ojo con esos partners que te piden solo una personalización)
  9. se una máquina de aprender (lee al menos un libro al mes)
  10. el coche es mas importante q el piloto (un modelo de negocio ganador hace triunfar a un tonto)
  11. copia sin piedad
  12. la cultura de tu empresa es tu producto o servicio (no es copiable)
  13. ten un pxxx proceso de selección y onboarding
  14. mise tus KPIs cada semana, no cada mes
  15. internacionalizar es 2X mas caro y lento que lo q has previsto
  16. cuídate mucho
  17. breakeven = libertad (autosostenible)
  18. ten la casa limpia y ordenada
  19. las empresas se compran, no se venden (+5% mas de un año en manos de otra holding, ya no pagas…)
  20. disfruta del viaje

sábado, 20 de enero de 2018

Innovation Metrics vs Execution Metrics (by @strategyzer)

 established companies frequently apply execution metrics--metrics designed to manage the existing business--to innovation projects. … How you measure results for a known and proven business model or value proposition substantially differs from how you measure progress in an innovation project for an unproven potential business model.

Innovation Metrics vs Execution Metrics — Strategyzer

At Strategyzer, we are currently working on an innovation metrics project with three large multinational companies. In the table below we sketch out the challenges these companies face when distinguishing between execution and innovation metrics.

With the table below we want to emphasize that it’s critical for companies to design a set of metrics specifically dedicated to innovation projects.

The most difficult one to “sell” is the mindset that (in innovation projects) the “cost of failure” is a positive investment in learning. In execution, the “cost of failure” is just a bad thing.