“Ideas are fragile. They often start powerless. They’re barely there, so easy to ignore or skip or miss.
There are two things in this world that take no skill: 1. Spending other people’s money and 2. Dismissing an idea.
Dismissing an idea is so easy because it doesn’t involve any work. You can scoff at it. You can ignore it. You can puff some smoke at it. That’s easy. The hard thing to do is protect it, think about it, let it marinate, explore it, riff on it, and try it. The right idea could start out life as the wrong idea.
So next time you hear something, or someone, talk about an idea, pitch an idea, or suggest an idea, give it five minutes.”
“Studies show that sketching and doodling improve our comprehension — and our creative thinking. So why do we still feel embarrassed when we’re caught doodling in a meeting? Sunni Brown says: Doodlers, unite! She makes the case for unlocking your brain via pad and pen.”
“About a decade ago, I was working with my favorite co-conspirator on a universal task viewer service, which was an adjunct to our event-driven architecture. In order for something to appear in the task viewer, it had to be “trackable” (include the proper interface).
Over the course of our design sessions, and throughout the next few months, we kept identifying business and system actions that should be trackable. It became apparent to us that nearly every business and system action could be trackable, following an interface pattern similar to making document objects printable.
I hadn’t thought of “trackable” — and the running “hey that’s trackable” joke — in years. However, reading Counting Every Moment on self-tracking in the recent Economist Technology Quarterly bounced trackable up my memory stack.”
“The thing I’ve grown to dislike about Scrum are it’s time-boxed sprints.
Working with startups, Scrum sprints are almost always way too long. When your sprints are too long then releases are infrequent (deferring revenue) and the team is forced to wait too long before being able to adapt to changing customer needs. This is wasteful because it means you’re continuing to move forward with outdated information.
On the other hand, if sprints are too short, big features need to be arbitrarily chunked into smaller tasks, which aren’t useful to the customer on their own & can obfuscate what the team is trying to achieve”