Strategy as Tires: We are on top of gaps in the cognitive models that separate our user’s thinking from their doings in our interface of the application they are using. We reduce these gaps with a passion. If we average, we learn the user’s use and personalize from that user’s specifics back to that average. That means that we are aware of the pre-average, average, and post-average status of the average involved, and the average of the user. .
6:08 . . . . . . . .
Strategy as Tires: A user when using an application for the first time is a subset of one. That subset is pre-normal, aka skewed, kurtotic, and asymmetrical. That user will have that new experience every time they encounter a new-to-them-feature. They will have that experience many times before their use of that feature leaves the pre-normal distribution and converges to the normal distribution. .
6:09 . .
Strategy as Tires: Those pre-normal distributions are gaps in users knowing, or our learning. .
6:14 . . .
Strategy as Tires: Anything new happens in hyperbolic space. The first-time user is in their hyperbolic space until their tail histories says otherwise. .
6:15 . . . .
Strategy as Tires: The gaps between our customers and us, as business entities, will be found and eliminated. Our customers will be afforded a gap-free UX just like our users get. .
6:17 . . . . .
Strategy as Tires: Seth Godin mentioned gaps as insulations few days ago. My current bank has gaps that my previous bank did not have. I am leaving because of these gaps. I have to undertake a huge pointless effort to eliminate their gaps from my life. .
6:19 .
Strategy as Tires: Gaps impede flow. Stop that. .
6:21 . . . . .
Strategy as Tires: I left an employer once, because the HR department could not eliminate a gap caused by an HR services vendor. That HR vendor wanted to steal $4,000. HR couldn’t get the problem fixed. I had already earned my keep there. .
6:22 . . . . . . .
Strategy as Tires: Back in the day, I worked at a law firm that had to teach the legal secretaries how to use word processors. The firm had to train them. These were touch typists. The software vendor kept moving the function keys. More gaps! Ouch! Those gaps caused more training. Later, those gaps killed the vendor’s business .
6:24 . . . . . .
Strategy as Tires: Requirements elicitation was a problem. We were asking bosses what they needed. Neither the boss or us asked the users what they needed. Those bosses were generalists. Those bosses could not do their staff’s jobs. Those bosses were inserting gaps. We inserted gaps. We still do. .
6:26 . . . . .
Strategy as Tires: These days, software is developed via successive approximation. A thing is an approximation because it is close to, but not quite correct, aka convergent, yet. It is a series of gaps.We litter. .
6:29 . . .
Strategy as Tires: We should not be training users, except with certain exceptions. Users should be training us. .
6:30 . . . .
Strategy as Tires: In the bowling alley, the early adopter’s staff trains our staff. We automate their jobs to be done. The client’s staffers know those jobs. We don’t. .
6:33 . . . .
Strategy as Tires: In the bowling alley, the early adopter tells us about their first three-degrees of separation of their business network. We do not have a clue about that. .
6:35 . . .
Strategy as Tires: We can pride ourselves on what we know, but knowing how to learn is our real skill. That is true for every last one of us. .
6:38 . . .
Strategy as Tires: Gaps indicate our need to learn. Gaps indicate our need to understand. Gaps indicate our need to teach. .
6:39 . .
Strategy as Tires: Gaps prevent us from doing, caring, considering. .
6:40 . .
Strategy as Tires: Gaps insulate (Seth’s word) us from our future. Gaps keep our user’s and us from success. .
6:41 .
Strategy as Tires: Gaps are the very thing that drives all of us to create new theories and new futures.
Strategy as Tires: I got into a discussion today about a kind of innovation called “New.” Sorry, there is no such thing. It’s either discontinuous or continuous. Nada, anything else. .
2:24 . . . . . . .
Strategy as Tires: Last week I went looking for my old copy of MS Project. I wanted to do something interesting. Well, I found a newer install, but it was simplified, aka task sublimated, so it could no longer do what I wanted to do. Yesterday’s software was better than what we have now, but I’m a technical enthusiasts in regards to MS Project, not a laggard or a phobic. I’m a customer of the past.
2:28 . . . . .
Strategy as Tires: Unless you are coding an open source project, never confuse yourself with a customer or a user. And, if you are working on a carrier layer, never confuse yourself with an administrator. They do things you never hear about. .
2:30 . . . . . . . .
Strategy as Tires: Consider that the experts you are coding for are experts in their domain. Hopefully, you are an expert in your domain. Your domain is somewhere in the carrier layers. Their domain is somewhere in carried content. Those places and their associated cognitive models are in ambiguous places. Successive approximation will not get you there. .
2:47 . . . . .
Strategy as Tires: Nobody liked doing ontologies, so these days they do taxonomies instead. Much gets lost in that yet. Ontologies proceed implementation. Implementations get taxonomized after realization, or proactively ahead of marcom production, aka the taxonomy gets promised.
Strategy as Tires: Have you engaged with an subject matter expert, aka a user, today? .
15:18 . . . . .
Strategy as Tires: We are in the knowledge packaging business. We are not subject matter experts. We know our carrier technologies. We do not know the carrier content. Eventually we will, but on day one, we don’t. .
15:20 . .
Strategy as Tires: The explicit knowledge is in books. The implicit knowledge is in the homework. .
15:27 . . . . . . .
Strategy as Tires: Competent users know the explicit knowledge. They got it from their professors and their text books. They got the implicit knowledge from their peers. “Hey, how do you solve this kind of problem?” There was a trick. Once they get the trick, they’ll remember it. They’ll do it. But, they don’t spread it. .
15:28 . . .
Strategy as Tires: They will answer a programmer’s questions by the book, aka forgetting the trick, that trick, the ones before it, and the ones after it. .
15:30 . . . .
Strategy as Tires: They will answer a programmer’s questions at the ameteur level. And, everyone wonders why all the software performs at the amateur level. .
15:35 . .
Strategy as Tires: Engage your subject matter experts deeply since you are going to become one over the next few years.
Strategy as Tires: How much infrastructure will we build to support that role? .
13:29 . . . .
Strategy as Tires: How much changes between the user and functional boss perspective? Between the user and the generalist boss perspective? Does your data sort out these three groups of people? .
13:41 . . .
Strategy as Tires: Do all the users in the same roles want the same things? Is there more than one theory underlying the same work? .
14:43 . . . . .
Strategy as Tires: Only one user disagrees with that theory? That user is aware of another theory. Ask them to write a literature review on that theory. We can do the math once we have that review and have done our own. .
14:41 . . . .
Strategy as Tires: That new theory turned up in a new tail. The user kept leaving the application after copying some data. When they came back they pasted. Good catch. .
14:41 . . .
Strategy as Tires: That user never imported or exported anything? We should be looking for that. At a minimum it is a training problem. .
14:51 . . .
Strategy as Tires: Importing or exporting might mean that we need some other data structures, or support for some infrastructure that we don’t support yet.
Strategy as Tires: Quoting Seth Godin’s daily email of 7/15/2020, “Serviceable is for hacks. Memorable and remarkable belong to professionals and hard-working amateurs.” .
9:44 . . . .
Strategy as Tires: We already understood the difference between the amateur and professional user. Agile has delivered amateur-level performance. Agile doesn’t do requirements elicitation. .
9:49 . . . . . .
Strategy as Tires: Hacks are a group we haven’t served. And, we haven’t clearly separated the amateurs from the professionals. So marketing will begin the effort to clearly differentiate these users. I’ve given them a month to give us three clearly separated normal distributions. .
9:57 . . . . .
Strategy as Tires: A month might be too soon to get those normals normal. They might still be in hyperbolic space. They might still exhibit skew, kurtosis, and a long tail. Remember, data, not data sets. Not yet normal will still be useful. .
10:00 . .
Strategy as Tires: Our ethnographers will focus the amateurs, professionals, hack divide. .
10:01 . .
Strategy as Tires: Development will sandbox an effort on capturing the long tails of us for the divide. .
10:02 . . .
Strategy as Tires: HR will find us a pipeline for burnout detection experts. Hacks will need some recovery. Don’t expect them to ask for help. .
10:05 . . .
Strategy as Tires: This will be a long effort. Bringing joy back into the lives of our hacks is one small part of it. .
10:13 . .
Strategy as Tires: This work is work towards a vision. Like our vision of bringing back to prosperity for all, we will be doing this from now on, forever.
Strategy as Tires: Today, we have opened admissions to our Professional Dreamer’s program. .
7:10 . .
Strategy as Tires: Professional sleepers need not apply. .
7:11 , , .
Strategy as Tires: Being a professional dreamer might sound easy, but if it were easy, they wouldn’t have gotten rich. .
7:13 . .
Strategy as Tires: Worse, being a professional dreamer is a hazardous profession. You can lose yourself in your dreams.
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12:20 . . . .
Strategy as Tires: It time to meet a user. Yes, our programmers will spend a few hours meeting a user, one of their users, a user of an application that the programmer built. .
12:26 . . . . .
Strategy as Tires: The users will tell us about the programmers. And, the programmers will tell us about the users. We met our users in the addressable market, in their distribution. We never met our programmers in their own distribution. .
12:41 . . . . .
Strategy as Tires: That we will end up with two distributions is not the best way to foster cooperation. It is so us against them. We will have to add the distributions together, and then find the dimensions that correlate. .
12:47 . . .
Strategy as Tires: When we are independent, we are not cooperating. We have to be correlated before we can cooperate. .
13:02 . . . .
Strategy as Tires: Looking at the long tails of the jobs to be done, the programmer has one tail, and the user has another one. They share, and then they don’t. .
13:05 .
Strategy as Tires: When the long tails diverge, implicit knowledge won. A mistake was made.
Strategy As Tires 