322 Matching Annotations
  1. Last 7 days
    1. [Narrator]: The power of the MC 68000 permitted another breakthrough:the common user interface.[Bill Atkinson]: On Lisa we make each of the programs have a similar user interface,so that what you've learned from using one programcarries over and you feel naturally how to use the next.

      While the idea of a common user interface on computers may have felt like a selling point when facing a new scary machine with a variety of functionalities, did it really save that much time, effort, and learning curve? Particularly with respect to the common office tools it was replacing?

      The common user interface was really more a benefit to the company and all the companies which programmed for it at scale. The benefits are like Melvil Dewey's standardization of the Dewey Decimal Classification which allowed libraries everywhere to work on the same system rather than needing to reinvent their own individually.

      This sort of innovation with scalability is helpful as humans are far better at imitation than innovation.

  2. Mar 2024
    1. Résumé de la vidéo [00:00:00][^1^][1] - [00:21:06][^2^][2]: La vidéo présente une conférence sur l'éducation, l'innovation et la croissance économique. Elle explore le modèle de croissance économique basé sur l'innovation cumulative et la destruction créatrice. L'accent est mis sur l'importance de l'éducation dans le développement économique et la manière dont elle influence la capacité d'innovation et de rattrapage technologique des pays. La vidéo aborde également les inégalités générées par l'innovation et l'importance de l'éducation supérieure pour la croissance des pays avancés.

      Points saillants: + [00:00:22][^3^][3] Modèle de croissance économique * Croissance à long terme par innovation cumulative * Innovation résultant d'investissements en R&D * Concept de destruction créatrice + [00:02:32][^4^][4] Évolution historique de l'éducation * Augmentation significative de la littératie depuis 1800 * Convergence de la scolarisation dans les pays en développement + [00:04:00][^5^][5] Théories de la croissance et de l'éducation * Approches de Lucas et Becker sur le capital humain * Nelson et Phelps sur la capacité d'absorption technologique + [00:07:29][^6^][6] Importance de l'éducation à différents niveaux * Primaire et secondaire pour l'imitation * Supérieure pour l'innovation à la frontière technologique + [00:10:13][^7^][7] Innovation et inégalités * Innovation comme moteur d'inégalités et de mobilité sociale * Effet de l'innovation sur les inégalités globales + [00:15:50][^8^][8] Accès à l'innovation et éducation * Inégalités dans l'accès à l'innovation en fonction du revenu parental * Rôle de l'éducation dans la réduction des "Einstein perdus" Résumé de la vidéo [00:21:09][^1^][1] - [00:34:25][^2^][2]:

      La vidéo aborde les thèmes de l'éducation, de l'innovation et de la croissance économique. Elle examine l'impact des réformes éducatives sur la probabilité d'innover, en particulier pour les enfants issus de milieux défavorisés. L'orateur souligne l'importance de l'éducation comme principal moteur de l'innovation et de la croissance inclusive, et discute des politiques éducatives efficaces à différents niveaux, du macro au micro.

      Points forts: + [00:21:09][^3^][3] Réformes éducatives et innovation * Comparaison avant et après la réforme finlandaise * Augmentation significative de la probabilité d'innover * Réduction des "Einstein perdus" + [00:23:14][^4^][4] Éducation et croissance économique * L'éducation est le principal input public à l'innovation * Importance de l'éducation supérieure pour l'innovation * L'éducation des parents est cruciale pour devenir innovateur + [00:29:15][^5^][5] Avenir du capitalisme et rôle de l'éducation * Débat sur le modèle de capitalisme idéal * Éducation comme outil pour un capitalisme plus inclusif et innovant * Investissement en éducation pour augmenter la mobilité sociale + [00:31:43][^6^][6] Amélioration des politiques éducatives * Impact des tailles de classe et de la qualité des enseignants * Expériences naturelles et aléatoires pour évaluer les politiques * Exemples de réformes réussies en Finlande et au Portugal

    1. https://cardie.ac-creteil.fr/spip.php?article533

      Résumé de la vidéo [00:00:00][^1^][1] - [00:02:45][^2^][2]:

      Cette vidéo présente une nouvelle approche des conseils de classe, visant à rendre le processus plus bénéfique pour les élèves. Elle souligne l'importance de permettre aux élèves de comprendre et de décrypter les conseils donnés, plutôt que de simplement les écouter passivement.

      Points forts: + [00:00:04][^3^][3] Observation initiale * La forme traditionnelle des conseils de classe est inefficace * Les élèves ne comprennent pas toujours les conseils * Nécessité d'une méthode permettant une meilleure compréhension + [00:00:31][^4^][4] Nouvelle méthode proposée * Les élèves expriment leur avis personnel * Ils analysent leur bulletin par matière * Identification des points positifs et négatifs + [00:01:17][^5^][5] Analyse de bulletin * Présentation d'un bulletin du premier trimestre * Comparaison des attentes et des résultats réels * Discussion sur les résultats et le projet d'orientation + [00:02:19][^6^][6] Réflexion personnelle * Importance de prioriser les progrès * Discussion sur l'importance de l'anglais * Approche expérimentale pour améliorer l'apprentissage

    1. Résultats : 95% des enseignants sont convaincus de l’intérêt de ce dispositif 97% des parents trouvent cette formule intéressante voire très intéressante. Pour les 3/4 d’entre eux, la formule permet à leur enfant de mieux comprendre le bulletin, de lui apprendre à s’exprimer à l’oral et de favoriser le dialogue parents-enfant-professeurs 91% des élèves ont apprécié la formule, 89% affirment avoir mieux compris leur bulletin, 90% pensent que ce dispositif peut les aider Le dispositif est suivi par la CARDIE de Créteil. – Taux présence parents/élèves remise des bulletins : en 2016 : 80% ; en 2019 : 95% – Temps moyen de parole élèves lors remise bulletin : en 2016 : 5% ; en 2019 : 30%
    1. Résumé de la vidéo [00:00:00]¹[1] - [00:10:16]²[2]:

      Cette vidéo présente une analyse de Philippe Aghion sur les défis révélés par la pandémie pour le capitalisme, en mettant l'accent sur les différences entre les modèles sociaux américain et européen, les inégalités, et l'importance de l'éducation pour l'innovation et l'inclusion sociale.

      Points forts: + [00:00:27]³[3] Les révélations de la pandémie * Mise en lumière des défaillances du capitalisme * Comparaison des modèles sociaux américain et européen * Impact de la pandémie sur l'emploi et la santé + [00:01:42]⁴[4] Inégalités et innovation * Analyse des indices d'inégalité et de pauvreté * Discussion sur l'innovation et les brevets triadiques * L'Europe comparée aux États-Unis en termes d'innovation + [00:04:01]⁵[5] L'éducation comme moteur d'innovation * Le concept des "Einstein perdus" * L'importance de l'éducation pour l'innovation et l'inclusion * L'impact de l'éducation sur la mobilité sociale + [00:06:01]⁶[6] Le système éducatif finlandais * Examen de la réforme éducative finlandaise de 1970 * Effets de la réforme sur l'innovation et l'inclusion * Propositions pour réformer l'éducation en France

      Source : conversation avec Bing, 14/03/2024 (1) undefined. https://www.planning-familial.org/sites/default/files/2023-11/LIVRE_BLANC_WEB.pdf. (2) undefined. https://www.education.gouv.fr/education-la-sexualite-en-milieu-scolaire-341103. (3) undefined. https://soseducation.org/docs/notes-etudes-entretiens-tribunes/education-a-la-sexualite-danger-ou-prevention-final.pdf. (4) undefined. https://www.

    1. Résumé de la vidéo [00:00:00]¹[1] - [00:19:23]²[2]:

      Esther Duflo discute de l'utilisation de la recherche expérimentale pour améliorer la réussite scolaire. Elle souligne les tendances éducatives fluctuantes et l'importance des expériences de terrain pour valider les méthodes pédagogiques. Duflo explique comment les expériences à grande échelle peuvent révéler l'efficacité des innovations éducatives dans des contextes divers et comment elles ont aidé à développer un programme de soutien scolaire efficace en Inde.

      Points forts: + [00:00:00]³[3] L'importance de la recherche expérimentale * Utilisation dans l'éducation pour la réussite de tous * Nécessité de données rigoureuses pour choisir les méthodes + [00:04:20]⁴[4] Les défis de l'expérimentation individuelle * Difficulté pour les enseignants d'évaluer l'efficacité des méthodes * Importance des expériences à grande échelle pour la diversité + [00:07:35]⁵[5] La déperdition de l'efficacité sur le terrain * Les innovations pédagogiques perdent souvent leur efficacité en pratique * La nécessité d'adapter les théories aux réalités complexes du terrain + [00:10:55]⁶[6] L'expérience de Pratham en Inde * Collaboration avec la plus grande organisation éducative indienne * Développement d'un programme de soutien scolaire testé et adapté + [00:17:28]⁷[7] La collaboration entre acteurs de terrain et chercheurs * L'expérimentation conjointe favorise le progrès éducatif * Lancement d'un programme pour partager les expériences et les données

      Source : conversation avec Bing, 14/03/2024 (1) undefined. https://www.education.gouv.fr/education-la-sexualite-en-milieu-scolaire-341103. (2) undefined. https://soseducation.org/docs/notes-etudes-entretiens-tribunes/education-a-la-sexualite-danger-ou-prevention-final.pdf. (3) undefined. https://www.planning-familial.org/sites/default/files/2023-11/LIVRE_BLANC_WEB.pdf. (4) undefined. https://www.

    1. The whole industry is built on this concept of planned obsolescence. That’s the term that I think IBM famously came up with in the sixties, where basically you’re intentionally trying to constantly sell people on the new new thing. And that’s what drives the stock price up. And that’s what drives the press cycle. And that’s what gets people to buy new products and things. And so, the whole industry is predicated around this idea of there’s always a new thing around the horizon.

      Where did the concept of planned obsolescence originate? Was it really IBM as Alex Wright suggests here?

      How does planned obsolescence drive capitalism? And as a result of that is there a balance between future innovation and waste? Is there a mechanism within capitalism that can fix this waste (or dramatically mitigate it)?

  3. Feb 2024
    1. Résumé de la vidéo [00:00:00][^1^][1] - [00:24:40][^2^][2]:

      La vidéo présente une conférence sur l'innovation dans l'éducation, organisée par l'INSEP. Les intervenants discutent de l'importance de l'innovation pédagogique et de son intégration dans la formation des enseignants.

      Points forts: + [00:00:00][^3^][3] Introduction de la conférence * Présentation des rencontres de l'innovation + [00:03:33][^4^][4] L'importance de l'innovation * L'innovation alimente la formation et la recherche + [00:07:00][^5^][5] La création d'une communauté * Développer une culture de l'innovation chez les étudiants + [00:09:00][^6^][6] Le service d'innovation pédagogique * Présentation du service et de son rôle + [00:11:43][^7^][7] Les objectifs de l'innovation * Éveiller la créativité et accompagner la création de dispositifs pédagogiques + [00:17:01][^8^][8] Les types d'innovation * Différence entre innovation incrémentale et de rupture

      Résumé vidéo [00:24:44][^1^][1] - [00:49:46][^2^][2]: La vidéo présente une discussion sur l'innovation pédagogique et le rôle du mini-lab dans la création de ressources éducatives. Elle met en lumière l'importance de la collaboration, de la créativité et de l'expérimentation dans le développement de méthodes d'enseignement innovantes.

      Points forts: + [00:24:44][^3^][3] Introduction aux contreparties * Formation requise * Création de dispositifs + [00:26:48][^4^][4] Mission de création de ressources * Développement d'escape games * Réappropriation par les visiteurs + [00:29:48][^5^][5] Bilan des accompagnements * Soutien individuel et en groupe * Projets avec divers partenaires + [00:35:42][^6^][6] Perspectives et enjeux * Capitalisation des productions * Renforcement du lien innovation-recherche

      Résumé de la vidéo 00:49:48 - 01:11:08: La vidéo présente un projet éducatif innovant utilisant le kamishibai, un théâtre de bois japonais, pour encourager l'expression orale des élèves. Le projet intègre la technologie avec des cartes mécaniques et une Raspberry Pi pour créer un mur d'expression interactif sans nécessiter d'ordinateur ou de connexion internet.

      Points forts: + [00:49:48][^1^][1] Introduction du kamishibai * Théâtre de bois pour l'expression * Collaboration avec le mini Lab + [00:53:00][^2^][2] Application en mathématiques * Utilisation d'un escape game pédagogique * Amélioration de l'engagement des étudiants + [00:57:00][^3^][3] Avantages du module * Motivation et implication accrues * Développement de compétences diverses + [01:07:23][^4^][4] Escape game en mathématiques * Facilité de mise en œuvre * Changement d'attitude des étudiants

      Résumé de la vidéo [01:11:10][^1^][1] - [01:34:07][^2^][2]:

      Cette vidéo présente une table ronde sur l'innovation pédagogique, abordant des sujets tels que la création d'un escape game éducatif, les défis de l'innovation, et l'importance de l'adaptation et de la réflexion dans l'enseignement.

      Points forts: + [01:11:10][^3^][3] L'escape game éducatif * Discussion sur la conception et l'adaptabilité + [01:11:43][^4^][4] Défis de l'innovation * Accepter l'inconnu et gérer l'imprévu + [01:12:23][^5^][5] Importance de l'adaptation * Réflexion sur l'usage du numérique en éducation + [01:18:26][^6^][6] Réflexions finales * Contributions au domaine de l'éducation et remerciements

    1. Résumé de la vidéo de [00:00:00][^1^][1] à [00:52:27][^2^][2] :

      Cette vidéo présente deux outils pour évaluer le niveau de maturité d'un projet d'innovation sociale : le schéma du cycle de vie et la grille d'évaluation. Ces outils ont été co-construits avec des acteurs de l'écosystème de l'innovation sociale au Québec. Ils permettent de situer un projet dans les différentes phases du processus d'innovation sociale et d'identifier les indicateurs qualitatifs correspondants. La vidéo explique le contexte, les sources d'inspiration, la démarche de co-construction, l'organisation et l'utilisation des deux outils. Elle donne aussi un exemple concret d'application de la grille à un projet.

      Points saillants : + [00:00:08][^3^][3] Présentation du webinaire et des intervenants * Marie-Chantal Bach, directrice du RQIS * Gabriel Salathé-Beaulieu, animateur du webinaire * David Longtin, chercheur et présentateur des outils * Josée Baudoin, témoin d'un projet d'innovation sociale + [00:03:58][^4^][4] Contexte et objectifs du projet d'outils d'évaluation * Besoin exprimé par les acteurs de l'innovation sociale au Québec * Financement du ministère de l'Économie et de l'Innovation * Portage par imonovis, RQIS, CEDRIC et TIESS * Revue de littérature et groupes de discussion en 2021 * Co-construction de cinq outils avec une trentaine de partenaires en 2022 + [00:06:25][^5^][5] Sources d'inspiration et démarche de co-construction des deux outils présentés * Schéma du RQIS (2014) et revue de littérature (2021) comme points de départ * Deuxième groupe de travail avec six ateliers pour revisiter le schéma et élaborer la grille * Intégration des propositions et des tests des participants + [00:09:25][^6^][6] Organisation et utilisation du schéma du cycle de vie d'une innovation sociale * Quatre grandes phases : émergence, expérimentation, pérennisation ou changement d'échelle, institutionnalisation * Douze niveaux de maturité identifiés par des numéros et des lettres * Possibilité d'allers-retours, de rétroactions, de refocalisation ou de fin du projet * Correspondance avec la grille d'évaluation du niveau de maturité + [00:16:06][^7^][7] Organisation et utilisation de la grille d'évaluation du niveau de maturité d'un projet avec un potentiel d'innovation sociale * Version détaillée avec des indicateurs qualitatifs à vérifier par oui ou non * Version synthétique avec le critère principal de chaque niveau * Prise de notes pour documenter les éléments du projet qui justifient le niveau de maturité * Exemple d'application de la grille à un projet situé à la phase d'émergence + [00:22:22][^8^][8] Témoignage de Josée Baudoin sur l'utilisation de la grille pour son projet de médiation culturelle * Projet qui vise à favoriser l'accès à la culture pour les personnes en situation de vulnérabilité * Utilisation de la grille pour situer le projet à la phase d'expérimentation * Avantages de la grille : clarté, simplicité, adaptabilité, réflexivité * Limites de la grille : subjectivité, complexité, temporalité + [00:26:19][^9^][9] Période de questions et réponses avec les participants * Questions sur la définition de l'innovation sociale, la différence entre les phases, la durée du cycle de vie, etc. * Réponses de David Longtin, Gabriel Salathé-Beaulieu et Marie-Chantal Bach * Renvoi aux autres outils et au prochain webinaire

  4. Jan 2024
    1. by far the most illuminating to me is the idea that mental causation works from virtual futures towards the past 00:33:17 whereas physical causation works from the past towards the future and these two streams of causation sort of overlap in the present

      for - comparison - mental vs physical causation - adjacency - Michael Levin's definition of intelligence - Sheldrake's mental vs physical causation

      key insight - comparison - mental vs physical causation - mental causation works from virtual futures to past - physical causation works from past to future - this is an interesting way of seeing things

      adjacency - between - direction of mental vs physical causation - Michael Levin's definition of intelligence (adopting WIlliam James's idea) and cognition and cognitive light cones of living organisms:: - having a goal - having autonomy and agency to reach that goal - adjacency statement - Levin adopts a definition of cognition from scientific predecessors that relate to goal activity. - When an organism chooses one specific behavioral trajectory over all other possible ones in order to reach a goal - this is none other than choosing a virtual future that projects back to the present - In our species, innovation and design is based on this future-to-present backwards projection

    1. https://funnyhow.substack.com/p/how-chris-rock-and-jerry-seinfeld

      Comedian Matt Ruby relates his personal experience watching Chris Rock workshopping his comedy writing in front of auciences at stress Factory in New Brunswick, New Jersey. Rock would show up unannounced and perform new material in front of small crowds to test it out. He'd read/perform material off of a yellow legal pad.

      Peter Sims included some of it in the introduction of his book Little Bets.


      This is broadly similar to my own experience seeing Rock at the Laugh Factory trying out material for the Academy Awards as well as Adam Sandler at the Improv on Melrose doing midnight sets reading straight off of a notebook.

  5. Nov 2023
    1. documented evidence of oral transmission of index card use as a method

      reply to u/atomicnotes at https://www.reddit.com/r/Zettelkasten/comments/1843k2w/comment/kaypbk2/?utm_source=reddit&utm_medium=web2x&context=3

      I'm reasonably certain that most of the transmission of the traditions was specifically from person to person rather than from text to person. Yours is an interesting and important (and rare oral) example of person to person zettelkasten transmission, of which I've been collecting some scant examples. (Other examples appreciated, inquire within.)

      Interestingly a lot of this transmission is still happening every day (though now more "visibly" online) in fora like Reddit, zettelkasten.de, Discord, in social media, and even smaller group courses. As Annie Murphy Paul indicates in The Extended Mind, people like to imitate rather than innovate. Perhaps Luhmann, being on his own outside of the establishment, was more likely to innovate because he was on his own and took Heyde's advice, but evolved it to his needs rather than asking questions on Reddit?

    1. I'm tempted to say you can look at uh broadscale social organization uh or like Network Dynamics as an even larger portion of that light 00:32:43 cone but it doesn't seem to have the same continuity well I don't you mean uh it doesn't uh like first person continuity like it doesn't like you think it doesn't it isn't like anything to be 00:32:55 that social AG agent right and and we we both are I think sympathetic to pan psychism so saying even if we only have conscious access to what it's like to be 00:33:08 us at this higher level like it's there's it's possible that there's something that it's like to be a cell but I'm not sure it's possible that there's something that there's something it's like to be say a country
      • for: social superorganism - vs human multicellular being, social superorganism, Homni, major evolutionary transition, MET, MET in Individuality, Indyweb, Indranet, Indyweb/Indranet, CCE cumulative cultural evolution, symmathesy, Gyuri Lajos, individual/collective gestalt, interwingled sensemaking, Deep Humanity, DH, meta crisis, meaning crisis, polycrisis

      • comment

        • True, there is no physical cohesion that binds human beings together into a larger organism, but there is another dimension - informational cohesion.
        • This informational cohesion expresses itself in cumulative cultural evolution. Even this very discussion they are having is an example of that
        • The social superorganism is therefore composed of an informational body and not a physical one and one can think of its major mentations as collective, consensual ideas such as popular memes, movements, governmental or business actions and policies
        • I slept on this and this morning, realized how salient Adam's question was to my own work
          • The comments here build and expand upon what I thought yesterday (my original annotations)
          • The main connections to my own sense-making work are:
            • Within our specific human species, the deep entanglement between self and other (the terminology that our Deep Humanity praxis terms the "individual / collective gestalt")
            • The Deep Humanity / SRG claim that the concurrent meaning / meta / poly crisis may be an evolutionary test foreshadowing the next possible Major Evolutionary Transition in Individuality.<br /> - https://jonudell.info/h/facet/?max=100&expanded=true&user=stopresetgo&exactTagSearch=true&any=MET+in+Individuality
              • As Adam notes, collective consciousness may be more a metaphorical rather than a literal so a social superorganism, (one reference refers to it as Homni
              • may be metaphorical only as this higher order individual lacks the physical signaling system to create a biological coherence that, for instance, an animal body possesses.
              • Nevertheless, the informational connections do exist that bind individual humans together and it is not trivial.
              • Indeed, this is exactly what has catapulted our species into modernity where our cumulative cultural evolution (CCE) has defined the concurrent successes and failures of our species. Modernity's meaning / meta / polycrisis and progress traps are a direct result of CCE.
              • Humanity's intentions and its consequences, both intended and unintended are what has come to shape the entire trajectory of the biosphere. So the impacts of human CCE are not trivial at all. Indeed, a paper has been written proposing that human information systems could be the next Major System Transition (MST) that could lead to another future MET that melds biotic and abiotic
              • This circles back to Adam's question and what has just emerged for me is this question:
                • Is it possible that we could evolve in some kind of hybrid direction where we are biologically still separate individuals BUT deeply intertwingled informationally through CCE and something like the theoretical Indyweb/Indranet which is an explicit articulation of our theoretical informational connectivity?
                • In other words, could "collective consciousness be explicitly defined in terms of an explicit, externalized information system reflecting intertwingled individual/collective learning?
            • The Indyweb / Indranet informational laminin protein / connective tissue that informationally binds individuals to others in an explicit, externalized means of connecting the individual informational nodes of the social superorganism, giving it "collective consciousness" (whereas prior to Indyweb / Indranet, this informational laminin/connective tissue was not systematically developed so all informational connection, for example of the existing internet, is incomplete and adhoc)
            • The major trajectory paths that global or localized cultural populations take can become an indication of the behavior of collective consciousness.
              • Voting, both formal and informal is an expression of consensus leading to consensual behavior and the consensual behavior could be a reflection of Homni's collective consciousness
      • insight

        • While socially annotating this video, a few insights occurred after last night's sleep:
          • Hypothes.is lacks timebound sequence granularity. Indyweb / Indranet has this feature built in and we need it for social annotation. Why? All the information within this particular annotation cannot be machine sorted into a time series. As the social annotator, I actually have to point out which information came first, second, etc. This entire comment, for instance was written AFTER the original very short annotation. Extra tags were updated to reflect the large comment.
          • I gained a new realization of the relationship and intertwingularity of individual / collective learning while writing and reflecting on this social annotation. I think it's because of Adam's question that really revolves around MET of Individuality and the 3 conversant's questioning of the fluid and fuzzy boundary between "self" and "other"
            • Namely, within Indyweb / Indranet there are two learning pillars that make up the entirety of external sensemaking:
              • the first is social annotation of the work of others
              • the second is our own synthesis of what we learned from others (ie. our social annotations)
            • It is the integration of these two pillars that is the sum of our sensemaking parts. Social annotations allow us to sample the edge of the sensemaking work of others. After all, when we ingest one specific information source of others, it is only one of possibly many. Social annotations reflect how our whole interacts with their part. However, we may then integrate that peripheral information of the other more deeply into our own sensemaking work, and that's where we must have our own central synthesizing Indyweb / Indranet space to do that work.
            • It is this interplay between different poles that constitute CCE and symmathesy, mutual learning.
            • adjacency between
              • Indyweb / Indranet name space
              • Indranet
              • automatic vs manual references / citations
            • adjacency statement
              • Oh man, it's so painful to have to insert all these references and citations when Indranet is designed to do all this! A valuable new meme just emerged to express this:
                • Pain between the existing present situation and the imagined future of the same si the fuel that drives innovation.
      • quote: Gien

        • Pain between an existing present situation and an imagined, improved future is the fuel that drives innovation.
      • date: 2023, Nov 8
    1. Good tools for thought should be more than just substitutions for tools or methods one had before.

      In fact, any tool or technology, if valuable, should allow for the leverage of extension and transformation, otherwise is it really a tool?

  6. Oct 2023
  7. Sep 2023
    1. It' is pretty good to see the mapping innovation taking several shapes, from the starting narrative to this one.

      Regarding feedback from this one I would make a call out that make more visible where the data and code behind the map is hosted and how to reproduce the results.

      On a more general sense, I think is important to see how the different narratives are better connected and which values they embody and make explicit. I would propose this values:

      1. Utility:

        • internal: helping us to make short or long lasting peer to peer connections like the one between Copincha (Habana, Cuba) and HackBo/Grafoscopio (Bogotá, Colombia) communities resulting from DOTS 202.
        • external to showcase which innovation, people and communities are doing and how they are connected now or can be in the future.
      2. Reproducibility: The data narratives should be able to be reproducible.

      3. Portability: Functionality bundles, including data, code, software should be packages to they can be used in local contexts, particularly those with low/intermittent internet connectivity.

      4. Recontextualization: Our data narratives should be empowering its reuse, adaptation, and extension by other communities and in other context.

      5. Commons/Community oriented: licenses on data/code should be explicit to allow the previous qualities. Some times that would require a copyfarleft license that protect third parties extract value from the data narratives and its bundles against the community interest (cfg current discussion on data collection from IA projects against community of creators).
    1. What a foresight to say when Bush urges scientists, once the war ends, to focus on development of tools which can make accumulated knowledge more accessible, thereby extending the power of the human mind. It show's how he thought of the work he was doing

    1. Jarvis, Jeff. “Moving On.” Medium. Whither News? (blog), September 2023. https://medium.com/whither-news/moving-on-4eecb1c76ce3.

      Jeff Jarvis looking back briefly on his history at CUNY's Newmark Graduate School of Journalism. An interesting snapshot of some of the pedagogical changes and programs over almost 20 years.

  8. Aug 2023
    1. Four billion people are now connected to the same infrastructure, the internet, that we the science and technology community put in place just decades ago. This is creating the conditions for an explosion of open creativity and innovation never seen before. A huge wave of labs of all kinds (living labs, fablabs, social labs, edulabs, innovation spaces, even policy labs) is emerging as the new kind of groups and communities of the digital era. We are moving from the net to the lab. On the 2030 horizon, many of these labs will gather and agree in generating the first universal innovation ecosystems in regions and countries.
      • for: quote, quote - Artur Serra, quote - labs, quote - innovation, quote - internet labs
      • quote
        • Four billion people are now connected to the same infrastructure, the internet, that we the science and technology community put in place just decades ago.
        • This is creating the conditions for an explosion of open creativity and innovation never seen before.
        • A huge wave of labs of all kinds,
          • living labs,
          • fablabs,
          • social labs,
          • edulabs,
          • innovation spaces and
          • policy labs
          • citizen labs
        • is emerging as the new kind of groups and communities of the digital era.
        • We are moving from the net to the lab.
        • On the 2030 horizon, many of these labs will gather and agree in generating the first universal innovation ecosystems in regions and countries.
        • https://www.ecsite.eu/activities-and-services/news-and-publications/digital-spokes/issue-45
      • author: Artur Serra
        • deputy director of I2CQT Foundation
        • research director, Citilab, Catalonia, Spain
  9. Jun 2023
    1. https://web.archive.org/web/20230609140440/https://techpolicy.press/artificial-intelligence-and-the-ever- receding-horizon-of-the-future/

      Via Timnit Gebru https://dair-community.social/@timnitGebru/110498978394074048

    2. In 2010, Paul Dourish and Genevieve Bell wrote a book about tech innovation that described the way technologists fixate on the “proximate future” — a future that exists “just around the corner.” The authors, one a computer scientist, and the other a tech industry veteran, were examining emerging tech developments in “ubiquitous computing,” which promised that the sensors, mobile devices, and tiny computers embedded in our surroundings would lead to ease, efficiency, and general quality of life. Dourish and Bell argue that this future focus distracts us from the present while also absolving technologists of responsibility for the here and now.

      Proximate Future is a future that is 'nearly here' but never quite gets here. Ref posits this is a way to distract from issues around a tech now and thus lets technologists dodge responsibility and accountability for the now, as everyone debates the issues of a tech in the near future. It allows the technologists to set the narrative around the tech they develop. Ref: [[Divining a Digital Future by Paul Dourish Genevieve Bell]] 2010

      Vgl the suspicious call for reflection and pause wrt AI by OpenAI's people and other key players. It's a form of [[Ethics futurising dark pattern 20190529071000]]

      It may not be a fully intentional bait and switch all the time though: tech predictions, including G hypecycle put future key events a steady 10yrs into the future. And I've noticed when it comes to open data readiness and before that Knowledge management present vs desired [[Gap tussen eigen situatie en verwachting is constant 20071121211040]] It simply seems a measure of human capacity to project themselves into the future has a horizon of about 10yrs.

      Contrast with: adjacent possible which is how you make your path through [[Evolutionair vlak van mogelijkheden 20200826185412]]. Proximate Future skips actual adjacent possibles to hypothetical ones a bit further out.

  10. Apr 2023
  11. Mar 2023
    1. https://web.archive.org/web/20230301112750/http://donaldclarkplanb.blogspot.com/2023/02/openai-releases-massive-wave-of.html

      Donald points to the race that OpenAI has spurred. Calls the use of ChatGPT to generate school work and plagiarism a distraction. LLMs are seeing a widening in where they're used, and the race is on. Doesn't address whether the race is based on any solid starting points however. To me getting into the race seems more important to some than actually having a sense what you're racing and racing for.

  12. Feb 2023
    1. warfare
      • Comment
      • Observation
        • it is known that warfare is a significant source of technological innovation
        • this can be explained by evolutionary biology
        • our instruct for survival is strongest in ( inter-species) conflict
        • such is the deep irony of human progress
        • now, in the Anthropocene, humanity is waging another war for survival, caused by our war against nature
      • we can characterized this war as a war against past ignorance
  13. Jan 2023
    1. Ryan Randall @ryanrandall@hcommons.socialEarnest but still solidifying #pkm take:The ever-rising popularity of personal knowledge management tools indexes the need for liberal arts approaches. Particularly, but not exclusively, in STEM education.When people widely reinvent the concept/practice of commonplace books without building on centuries of prior knowledge (currently institutionalized in fields like library & information studies, English, rhetoric & composition, or media & communication studies), that's not "innovation."Instead, we're seeing some unfortunate combination of lost knowledge, missed opportunities, and capitalism selectively forgetting in order to manufacture a market.

      https://hcommons.social/@ryanrandall/109677171177320098

    1. We appreciate this is a long span of time, and were concerned why any specific artificial memory system should last for so long.

      I suspect that artificial memory systems, particularly those that make some sort of logical sense, will indeed be long lasting ones.

      Given the long, unchanging history of the Acheulean hand axe, as an example, these sorts of ideas and practices were handed down from generation to generation.

      Given their ties to human survival, they're even more likely to persist.

      Indigenous memory systems in Aboriginal settings date to 65,000 years and also provide an example of long-lived systems.

  14. Dec 2022
    1. innovation communications tactics such as:• Building visibility with “tips from the lab” newsletters, blogs, guides, or tools. Skip the jargon. Put something tangible into the hands of staff.• Helping managers by creating team briefs, case studies and articles for team meetings.• Inviting executives for briefings to build your pool of champions.• Packaging presentations for staff meetings and manager conferences.• Creating basic education programs to help staff and teams solve problems on the job.

      A good list of tactics to communicate about innovation. For example,

      • publish blogs, guides, videos with concrete tips,
      • create a pool of champions
      • basic education programs that help solve problems on the job

      One could also think about a "virtual innovation" lab approach ...

    2. Government policy innovationPublic services innovation (including service design and digital)Science and technology — governments employ thousands of scientists, engineers and researchers. Labs can think of ways for them to become more effective.Management systems innovation — “innovate” how government innovates to build skills, capacity and culture.
      • Government policy innovation
      • Public services innovation (including service design and digital)
      • Science and technology — governments employ thousands of scientists, engineers and researchers. Labs can think of ways for them to become more effective.
      • Management systems innovation — “innovate” how government innovates to build skills, capacity and culture.

      The article speaks about that "Management systems innovation" -- the way howe we build skills, capacity and culture -- is a key element for successful attempts for governments to innovation.

      Concentrating on these aspects -- howe we work together, how we develop skills and capacity -- might be the key ingredients for a future for the OpenLab -- and the future of the innovation activities.

      Maybe we could start offering "services" from the "OpenLab" to managers and teams ...?

    3. Labs can be a useful piece of the innovation puzzle if managers adopt a systems-thinking strategy, thinking more about their role within the wider government, department or company. They need to shape a culture within the whole organisation that is more open to new ideas, and this could be addressed by focusing more on communication.

      This seems to be the key element here: systems-thinking approach and thinking about our role within our departments.

    4. Some governments say labs build a culture of innovation. While a comforting idea, it’s wrong. Research from 2017 has found that while many companies and countries are investing in labs, that does not mean they are becoming more innovative. It concluded, “[Innovation] takes a lot more than opening a lab. It takes a disciplined approach on a number of fronts.”

      So while something like an OpenLab can create value, it's not sufficient to bring in more innovation.

      One could also put it this way: Instead of trying to become "the innovation lab" in our organization, why not use the group as a room where we can discuss how we bring innovation individually to our groups.

    1. Reply to:

      Who is Zettelkasten note-taking system for? <br /> u/Beens__<br /> https://www.reddit.com/r/Zettelkasten/comments/zhyu5i/who_is_zettelkasten_notetaking_system_for/

      Perhaps your use case may benefit from knowing the longer term outcomes of such processes, particularly as they relate to idea generation and innovation within your areas of interest? Keeping notes which you review over periodically and between which you create potential links will help to foster more productive long term combinatorial creativity, which will help you create new and potentially useful ideas much more quickly than blank page-based brainstorming.

      Her method was much more ad hoc than the more highly refined methods of Luhmann which allowed him to write, but perhaps there's something you might appreciate from the example of the character Tess McGill in the movie Working Girl. Even more base in practice is that of Eminem, which shows far less structure, but could still have interesting long term creativity effects, though again, it bears repeating that one should occasionally revisit their notes (even if they're only in "headline form") in attempts to refresh their memory and link old ideas to new to generate completely new ideas.

  15. Nov 2022
    1. Randall Stutman, an executive advisor and prolific note-taker, says, “collecting insights is just the preamble to what really matters: reviewing, with some level of consistency, those insights. You have to routinely make those insights available to yourself.” “Wisdom is only wisdom if you can act on it,” Randall says. “In the review process, you’re making those insights available for your mind to act on.”

      Regular review through one's note cards is important for the memory portion of directly remembering your insights and received wisdom, but they're also important for helping to allow you to grow them into new ideas as well as combining them with other ideas to allow dramatic innovation.

  16. Oct 2022
  17. Sep 2022
    1. He has built acivilization so complex that he needs to mechanize hisrecord more fully if he is to push his experiment to itslogical conclusion and not merely become bogged downpart way there by overtaxing his limited memory

      Building a base of knowledge and maintaining all of the complex technology and content of innovations itself has become a discipline of study, and new innovations are constantly improving how efficient we are storing the memory of humankind.

  18. Aug 2022
  19. Jul 2022
    1. Blant annet ser vi at Canada har mye som likner på våre forhold. De har kaldt klima og de samme naturutfordringene, de har også kurverike baner med tung trafikk. Australia, som er svært store innen tungtrafikk, har derimot lange rette strekninger i tørt klima, men likevel er det mye vi kan lære av hverandre.

      Ofotbanen har noen å se til for å lære

    1. The fearful and fearsome reaction against growing inequality, social dislocation and loss of common identity in the midst of today’s vast wealth creation, unprecedented mobility and ubiquitous connectivity is a mutiny, really, against globalization so audacious and technological change so rapid that it can barely be absorbed by our incremental nature. In this accelerated era, future shock can feel like repeated blows in the living present to individuals, families and communities alike. In this one world, it sometimes seems, a race is on between the newly empowered and the recently dispossessed. 
    1. All of those strings of inventions and questions and ideas feed down towards the present moment like beads on a string to the technologies you hold in your hands and sleep on and under and pass without even noticing.
    2. But it's not just the material that matters. It's the ingenuity and the genius that went into everything we see around us. 
    1. My team worked like a lab. We focused on (2) to design new services and (4) to create staff and manager resources to improve internal and external services. Every lab should focus on (4) as this drives everything.Labs should be a beacon of insight and knowledge. Prehn was blunt in saying that staff should “climb down from the ivory tower and avoid the tendency of labs to define themselves in opposition to the rest of the organization,” adding, “Please, lose the arrogant attitude.” That’s sound advice.

      "Labs should be a beacon of insight and knowledge". And: a(ny) "normal" team can work like a lab.

    1. https://en.wikipedia.org/wiki/TRIZ

      TRIZ (/ˈtriːz/; Russian: теория решения изобретательских задач, teoriya resheniya izobretatelskikh zadatch), literally: "theory of inventive problem solving " is “the next evolutionary step in creating an organized and systematic approach to problem solving. The development and improvement of products and technologies according to TRIZ are guided by the objective Laws of Engineering System Evolution. TRIZ Problem Solving Tools and Methods are based on them.” In another description, TRIZ is "a problem-solving, analysis and forecasting tool derived from the study of patterns of invention in the global patent literature".

      It was developed by the Soviet inventor and science-fiction author Genrich Altshuller (1926-1998) and his colleagues, beginning in 1946. In English the name is typically rendered as the theory of inventive problem solving, and occasionally goes by the English acronym TIPS.

    1. Large companies often have divisions and functions with innovation, incubation and technology scouting all operating independently with no common language or tools Innovation heroics as the sole source of deployment of new capabilities are a sign of a dysfunctional organization Innovation isn’t a single activity (incubators, accelerators, hackathons); it is a strategically organized end-to-end process from idea to deployment Somewhere three, four or five levels down the organization are the real centers of innovation – accelerating mission/delivering innovative products/services at high speed The CTO’s job is to: create a common process, language and tools for innovation make them permanent with a written innovation doctrine and policy And don’t ever tell anyone you’re a “short timer”
    1. Sep 26, 2016 — Skills for innovation. Education policies to foster innovation have traditionally focused on increasing participation in science, technology ...
  20. Jun 2022
    1. Under the new rules, consumers will no longer need a different charging device and cable every time they purchase a new device, and can use one single charger for all of their small and medium-sized portable electronic devices. We have also added provisions on wireless charging being the next evolution in the charging technology and improved information and labelling for consumers

    1. The paradox of hoarding isthat no matter how much we collect and accumulate, it’s neverenough.

      How is the paradox of hoarding related to the collector's fallacy?

      Regardless of how much you collect, you can't take it with you. So what's the value? - Having and using it to sustain you while you're alive. - Combining it in creative ways to leave behind new ideas and new innovations for those who follow you. - others?

    2. If we overlay the four steps of CODE onto the model ofdivergence and convergence, we arrive at a powerful template forthe creative process in our time.

      The way that Tiago Forte overlaps the idea of C.O.D.E. (capture/collect, organize, distill, express) with the divergence/convergence model points out some primary differences of his system and that of some of the more refined methods of maintaining a zettelkasten.

      A flattened diamond shape which grows from a point on the left so as to indicate divergence from a point to the diamond's wide middle which then decreases to the right to indicate convergence  to the opposite point. Overlapping this on the right of the diamond are the words "capture" and "organize" while the converging right side is overlaid with "distill" and "express". <small>Overlapping ideas of C.O.D.E. and divergence/convergence from Tiago Forte's book Building a Second Brain (Atria Books, 2022) </small>

      Forte's focus on organizing is dedicated solely on to putting things into folders, which is a light touch way of indexing them. However it only indexes them on one axis—that of the folder into which they're being placed. This precludes them from being indexed on a variety of other axes from the start to other places where they might also be used in the future. His method requires more additional work and effort to revisit and re-arrange (move them into other folders) or index them later.

      Most historical commonplacing and zettelkasten techniques place a heavier emphasis on indexing pieces as they're collected.

      Commonplacing creates more work on the user between organizing and distilling because they're more dependent on their memory of the user or depending on the regular re-reading and revisiting of pieces one may have a memory of existence. Most commonplacing methods (particularly the older historic forms of collecting and excerpting sententiae) also doesn't focus or rely on one writing out their own ideas in larger form as one goes along, so generally here there is a larger amount of work at the expression stage.

      Zettelkasten techniques as imagined by Luhmann and Ahrens smooth the process between organization and distillation by creating tacit links between ideas. This additional piece of the process makes distillation far easier because the linking work has been done along the way, so one only need edit out ideas that don't add to the overall argument or piece. All that remains is light editing.

      Ahrens' instantiation of the method also focuses on writing out and summarizing other's ideas in one's own words for later convenient reuse. This idea is also seen in Bruce Ballenger's The Curious Researcher as a means of both sensemaking and reuse, though none of the organizational indexing or idea linking seem to be found there.


      This also fits into the diamond shape that Forte provides as the height along the vertical can stand in as a proxy for the equivalent amount of work that is required during the overall process.

      This shape could be reframed for a refined zettelkasten method as an indication of work


      Forte's diamond shape provided gives a visual representation of the overall process of the divergence and convergence.

      But what if we change that shape to indicate the amount of work that is required along the steps of the process?!

      Here, we might expect the diamond to relatively accurately reflect the amounts of work along the path.

      If this is the case, then what might the relative workload look like for a refined zettelkasten? First we'll need to move the express portion between capture and organize where it more naturally sits, at least in Ahren's instantiation of the method. While this does take a discrete small amount of work and time for the note taker, it pays off in the long run as one intends from the start to reuse this work. It also pays further dividends as it dramatically increases one's understanding of the material that is being collected, particularly when conjoined to the organization portion which actively links this knowledge into one's broader world view based on their notes. For the moment, we'll neglect the benefits of comparison of conjoined ideas which may reveal flaws in our thinking and reasoning or the benefits of new questions and ideas which may arise from this juxtaposition.

      Graphs of commonplace book method (collect, organize, distill, express) versus zettelkasten method (collect, express, organize (index/link), and distill (edit)) with work on the vertical axis and time/methods on the horizontal axis. While there is similar work in collection the graph for the zettelkasten is overall lower and flatter and eventually tails off, the commonplace slowly increases over time.

      This sketch could be refined a bit, but overall it shows that frontloading the work has the effect of dramatically increasing the efficiency and productivity for a particular piece of work.

      Note that when compounded over a lifetime's work, this diagram also neglects the productivity increase over being able to revisit old work and re-using it for multiple different types of work or projects where there is potential overlap, not to mention the combinatorial possibilities.

      --

      It could be useful to better and more carefully plot out the amounts of time, work/effort for these methods (based on practical experience) and then regraph the resulting power inputs against each other to come up with a better picture of the efficiency gains.

      Is some of the reason that people are against zettelkasten methods that they don't see the immediate gains in return for the upfront work, and thus abandon the process? Is this a form of misinterpreted-effort hypothesis at work? It can also be compounded at not being able to see the compounding effects of the upfront work.

      What does research indicate about how people are able to predict compounding effects over time in areas like money/finance? What might this indicate here? Humans definitely have issues seeing and reacting to probabilities in this same manner, so one might expect the same intellectual blindness based on system 1 vs. system 2.


      Given that indexing things, especially digitally, requires so little work and effort upfront, it should be done at the time of collection.


      I'll admit that it only took a moment to read this highlighted sentence and look at the related diagram, but the amount of material I was able to draw out of it by reframing it, thinking about it, having my own thoughts and ideas against it, and then innovating based upon it was incredibly fruitful in terms of better differentiating amongst a variety of note taking and sense making frameworks.

      For me, this is a great example of what reading with a pen in hand, rephrasing, extending, and linking to other ideas can accomplish.

    3. As powerful and necessary as divergence is, if all we ever do isdiverge, then we never arrive anywhere.

      Tiago Forte frames the creative process in the framing of divergence (brainstorming) and convergence (connecting ideas, editing, refining) which emerged out of the Stanford Design School and popularized by IDEO in the 1980s and 1990s.

      But this is just what the more refined practices of maintaining a zettelkasten entail. It's the creation of profligate divergence forced by promiscuously following one's interests and collecting ideas along the way interspersed with active and pointed connection of ideas slowly creating convergence of these ideas over time. The ultimate act of creation finally becomes simple as pulling one's favorite idea of many out of the box (along with all the things connected to it) and editing out any unnecessary pieces and then smoothing the whole into something cohesive.

      This is far less taxing than sculpting marble where one needs to start with an idea of where one is going and then needs the actual skill to get there. Doing this well requires thousands of hours of practice at the skill, working with smaller models, and eventually (hopefully) arriving at art. It's much easier if one has the broad shapes of the entirety of Rodin, Michelangelo, and Donatello's works in their repository and they can simply pull out one that feels interesting and polish it up a bit. Some of the time necessary for work and practice are still there, but the ultimate results are closer to guaranteed art in one domain than the other.


      Commonplacing or slipboxing allows us to take the ability to imitate, which humans are exceptionally good at (Annie Murphy Paul, link tk), and combine those imitations in a way to actively explore and then create new innovative ideas.

      Commonplacing can be thought of as lifelong and consistent practice of brainstorming where one captures all the ideas for later use.


      Link to - practice makes perfect

    4. This standardized routine is known as the creative process, and itoperates according to timeless principles that can be foundthroughout history.

      If the creative process has timeless principles found throughout history, why aren't they written down and practiced religiously withing our culture that is so enamored of creativity and innovation?

      As an example of how this isn't true, we've managed to lose our commonplace tradition and haven't really replaced it with anything useful. Even the evolved practice of the zettelkasten has been created and generally discarded (pun intended) without replacement.

      How much of our creative process is reliant on simple imitation, which is a basic human trait? It's typically more often that imitation juxtaposed with other experiences which is the crucible of innovation. How often, if ever, is true innovation in an entirely different domain created? By this I mean innovation outside of the adjacent possible domains from which it stems? Are there any examples of this?

      Even my own note taking practice is a mélange of broad imitation of what I read combined with the combinatorial juxtaposition of other ideas in an attempt to create new ideas.

    5. Tags can overcomethis limitation by infusing your Second Brain with connections,making it easier to see cross-disciplinary themes and patterns thatdefy simple categorization.

      Forte frames things primarily from a digital perspective so he talks about folders and tags, but seems to wholly forget the grand power of having an subject index. While they're broadly the same, it's as if he's forgoing two thousand years of rhetorical tradition to have something that seems new and innovative, but which are paths that are incredibly well travelled.

    6. Our creativity thrives on examples

      This pulls into question our zeal for innovation. Most thought is created and honed against other pre-existing thought.

      Some of the fun of note taking is not only rewriting an idea in one's own words for potential understanding, but expanding upon it to extend the ideas, sometimes based on our pre-existing world view and knowledge. The rest is linking this idea into place with our other knowledge and then combining an permuting it with that knowledge to create new knowledge.


      This seems to be a building block of the broader idea of "combinatorial creativity".

      link to: - Annie Murphy Paul's contention that imitation > innovation - Lee Vinsel's The Innovation Delusion: How Our Obsession with the New Has Disrupted the Work That Matters Most

      can imitation lead to innovation?

      innovation is the use of combinatorial creativity to make new things... rarely, if ever?, is true innovation made from whole cloth, there is always(?) something used as a base which is extended.

  21. May 2022
    1. What does it look like to move from mindless consumption tomindful creation?

      Collecting ideas and creating links between them in a zettelkasten can seemingly solve this problem with "little" work. :)

    1. Innovation is opening up educational policies and practices.

      A tool one can use to think about different ways of opening education is Open Learning Experience Bingo, a "game" you can apply to learning experiences and identify and/or imagine different ways to open them up.

  22. Apr 2022
    1. It is always about the new The frontpage of any content-driven media is often geared towards the latest happenings. But what if there are old gems hidden beyond? A new user wouldn’t be able to discover them.

      Older content may broadly be considered more valuable than newer content. The fact that it has been "tried and true" gives it enormously more value than newer and untested content.

      Newer content is primarily valuable solely because it is new. How much of it will live on to become old content without falling off of the long tail of the value distribution?

      Link this to the idea of imitation > innovation in Annie Murphy Paul's book The Extended Mind.

      Link this to the fact that NASA uses 30+ year old software and systems in their outer-space program because all the glitches and bugs have been found and it's far more reliable.


      Finding the older gems has generally been the sort of driving idea behind @peterhagen and his https://lindylearn.io/ site -- particularly his Hacker News tool.

    1. SmartDevelopmentFund [@SmartDevFund]. (2021, November 2). A kit that enables users to disable misinformation: The #DigitalEnquirerKit empowers #journalists, civil society #activists and human rights defenders at the #COVID19 information front-line. Find out more: Http://sdf.d4dhub.eu #smartdevelopmentfund #innovation #Infopowered https://t.co/YZVooirtU9 [Tweet]. Twitter. https://twitter.com/SmartDevFund/status/1455549507949801472

    1. Humans’ tendency to“overimitate”—to reproduce even the gratuitous elements of another’s behavior—may operate on a copy now, understand later basis. After all, there might begood reasons for such steps that the novice does not yet grasp, especially sinceso many human tools and practices are “cognitively opaque”: not self-explanatory on their face. Even if there doesn’t turn out to be a functionalrationale for the actions taken, imitating the customs of one’s culture is a smartmove for a highly social species like our own.

      Is this responsible for some of the "group think" seen in the Republican party and the political right? Imitation of bad or counter-intuitive actions outweights scientifically proven better actions? Examples: anti-vaxxers and coronavirus no-masker behaviors? (Some of this may also be about or even entangled with George Lakoff's (?) tribal identity theories relating to "people like me".

      Explore this area more deeply.

      Another contributing factor for this effect may be the small-town effect as most Republican party members are in the countryside (as opposed to the larger cities which tend to be more Democratic). City dwellers are more likely to be more insular in their interpersonal relations whereas country dwellers may have more social ties to other people and groups and therefor make them more tribal in their social interrelationships. Can I find data to back up this claim?

      How does link to the thesis put forward by Joseph Henrich in The WEIRDest People in the World: How the West Became Psychologically Peculiar and Particularly Prosperous? Does Henrich have data about city dwellers to back up my claim above?

      What does this tension have to do with the increasing (and potentially evolutionary) propensity of humans to live in ever-increasingly larger and more dense cities versus maintaining their smaller historic numbers prior to the pre-agricultural timeperiod?

      What are the biological effects on human evolution as a result of these cultural pressures? Certainly our cultural evolution is effecting our biological evolution?

      What about the effects of communication media on our cultural and biological evolution? Memes, orality versus literacy, film, radio, television, etc.? Can we tease out these effects within the socio-politico-cultural sphere on the greater span of humanity? Can we find breaks, signs, or symptoms at the border of mass agriculture?


      total aside, though related to evolution: link hypercycles to evolution spirals?

    2. Gerard Tellis and Peter Golder, both professors of marketing, conducted ahistorical analysis of fifty consumer product categories (including diapers, fromwhich the Pampers versus Chux example was taken). Their results showed thatthe failure rate of “market pioneers” is an alarming 47 percent, while the meanmarket share they capture is only 10 percent. Far better than being first, Tellisand Golder concluded, is being what some have called a “fast second”: an agileimitator. Companies that capitalize on others’ innovations have “a minimalfailure rate” and “an average market share almost three times that of marketpioneers,” they found. In this category they include Timex, Gillette, and Ford,firms that are often recalled—wrongly—as being first in their field.
    3. Under the Romantics’ influence, imitation did not merely become less favoredthan previously. It came to be actively disdained and disparaged—an attitudethat was carried forward into succeeding decades. The naturalists of the latenineteenth century described imitation as the habit of children, women, and“savages,” and held up original expression as the preserve of European men.Innovation climbed to the top of the cultural value system, while imitation sankto an unaccustomed low.
    4. The third advantage of imitation: copiers can evade mistakes by steering clearof the errors made by others who went before them, while innovators have nosuch guide to potential pitfalls.
    5. by copying others, imitators allow other individuals to act asfilters, efficiently sorting through available options.
    6. As for which strategy worked best, there was really no contest: copying wasfar and away the most successful approach. The winning entry exclusivelycopied others—it never innovated. By comparison, a player-bot whose strategyrelied almost entirely on innovation finished ninety-fifth out of the one hundredcontestants.

      Kevin N. Laland, Darwin’s Unfinished Symphony: How Culture Made the Human Mind (Princeton: Princeton University Press, 2017), 50.

    1. Investors rarely try to break through a poison pill threshold, securities experts say, with the caveat that Mr. Musk rarely abides by precedent.

      I love this sentence. It's the best compliment you can give him.

    1. Krapp argues that, despite its ‘respectablelineage’, the card index generally ‘figures only as an anonymous,furtive factor in text generation, acknowledged – all the way into thetwentieth century – merely as a memory crutch’ (361).2 A keyreason for this is due to the fact that the ‘enlightened scholar isexpected to produce innovative thought’ (361); knowledgeproduction, and any prostheses involved in it, ‘became and remaineda private matter’ (361).

      'Memory crutch' implies a physical human failing that needs assistance rather than a phrase like aide-mémoire that doesn't draw that same attention.

  23. Mar 2022
    1. “We went down the Silicon Valley route—hiring from Facebook, from Twitter,” he says, adding that many recruits had little understanding of gaming or livestreaming and were “unwilling to learn what this community was, why it was special.”

      Interesting argument that to build unique products, you need to hire people uniquely interested in the mission.

  24. Feb 2022
    1. Indeed, the Jose-phinian card index owes its continued use to the failure to achieve a bound

      catalog, until a successor card catalog comes along in 1848. Only the<br /> absence of a bound repertory allows the paper slip aggregate to answer all inquiries about a book ’ s whereabouts after 1781. Thus, a failed undertaking tacitly turns into a success story.

      The Josephinian card index was created, in part on the ideas of Konrad Gessner's slip method, by accumulating slips which could be rearranged and then copied down permanently. While there was the chance that the original cards could be disordered, the fact that the approximately 300,000 cards in 205 small boxes were estimated to fill 50 to 60 folio volumes with time and expense to print it dissuaded the creation of a long desired compiled book of books. These problems along with the fact that new books being added later was sure to only compound problems of having a single reference. This failure to have a bound catalog of books unwittingly resulted in the success of the index card catalog.

    1. as if he could see his own bright future unfolding before him.

      He did see a bright potential before him, and that's precisely why he had a change at succeeding. I don't like the latent criticism about innovation in this article, it feels mostly like envy to me.

  25. Jan 2022
    1. the creation, publication, and governance of useful, usable content.

      This is a great compact definition of what Content Innovation is about (in a narrower domain).

  26. Dec 2021
    1. Jobs are multifaceted. They’re never simply about function; they have powerful social and emotional dimensions
  27. Nov 2021
    1. gs approaches, in the latest upd... 11 Nov 21 | Podcast COPwatch7: draft agreement made in Scotland, but not from girders In the latest update from the COP26 meeti

      Innovation Forum specialises in sustainability events and publishing around business-critical issues. Our mission is to help make sustainability mainstream in business

  28. Oct 2021
    1. First, set clear goals and prioritize among conflicting goals (for instance, price to maximize revenue but ensure a 10 percent profit increase).Second, pick one of the three types of pricing strategies: maximization, skimming, or penetration.Third, set price-setting principles that define the rules of your monetization models, price differentiation, price endings, price floors, and price increases.Finally, define your promotional and competitive reaction principles to avoid knee-jerk price reactions.

      Il documento di [[Strategia di monetizzazione]] dovrebbe essere costruito su 4 blocchi:

      • Avere obiettivi chiari e messi in priorità tra loro, specialmente tra gli obiettivi in conflitto;
      • Prendere una decisione riguardo una delle strategie di prezzo tra: massimizzazione, skimming o penetrazione;
      • Stabilire dei principi che determinino le regole riguardo i modelli di monetizzazione, la differenziazione di prezzo ecc;
      • Definire pattern di prezzo in reazione ai competitor e di promozione, per evitare di fare errori;
    2. A pricing strategy is your short- and long-term monetization plan. The best companies document their pricing strategies and make it a living and breathing document.

      È importante delineare una #[[Strategia di monetizzazione]] che sia a breve termine, come a lungo termine. Tale documento raccoglie le diverse strategie di pricing e deve essere costantemente aggiornato e monitorato.

    3. What monetization model do we envision for our new product? Why is it the right one, and how did we choose it?Which models did we not pick, and why?What are the most important trends in our industry? How do they affect our choice of a monetization model? How do we plan to monetize our product if customer usage varies significantly? Which price structures have we considered and why?Do we have the right capabilities and infrastructure to execute the chosen monetization model and price structure?

      Queste sono domande che il CEO dovrebbe porsi riguardo la scelta del modello di #pricing

    4. To have a chance at converting free customers to paid customers, you need to test what benefits they will pay for and ensure a functional free experience. You also need to know exactly how many customers will actually be willing to pay. What’s more, you must avoid giving the farm away for free because it will leave your premium offering with very little value.

      Nel caso del #pricing #freemium è importante considerare che l'obiettivo è quello di convertire le persone free in persone paganti. Per farlo è necessario però capire quali sono i benefici per cui queste persone sono disposte a pagare, bisogna anche evitare di dare via tutto gratis togliendo valore alla nostra offerta premium.

    5. Customers pay when they use or benefit from the product. This can be exceptionally successful if you can align the metric directly to how customers perceive value. This can be effective if you are adept at predicting future trends. The alternative pricing model makes sense when your innovation creates significant value to end customers but you cannot capture a fair share of that value using traditional monetization models.

      Il modello di pricing del #[[alternate metric]] si applica quando i clienti pagano se usano effettivamente il prodotto. Questo tipo di modello ha senso solo se il tuo prodotto genera un'innovazione tale che non riesci a trovare un modello di #pricing adatto

    6. Auctions — competition based pricing for goods and services. Google AdWords, eBay, and other two-sided marketplaces use auctions. Market determines price. If you can control inventory for an in demand product, you should consider this model.

      Il modello delle #aste è un modello in cui il mercato determina il prezzo di un bene. Se si è in controllo di un prodotto per cui c'è tanta richiesta, allora bisogna considerare questo modello.

    7. Dynamic pricing — airline industries, Uber offer dynamic pricing for peak demand times. Dynamic pricing boosts the monetization of fixed and constrained capacity. Complex model requiring extensive data analytics.

      Il modello del #[[pricing dinamico]] è il modello tipico di Uber e delle linee aeree. Questo modello migliora le vendite di disponibilità limitate e fisse. Si tratta di un modello complesso, richiede tanti dati ed analisi.

    8. Subscription —recurring revenue increases customer lifetime revenue, revenue predictability, cross-sell and upselling opportunities. Works well in online and offline services where the product is used continually, in competitive industries, and where it can reduce barriers to entry through large upfront payments.

      In che casi ha senso utilizzare un modello di pricing basato su #abbonamento ?

      Quando si sceglie questa opzione ci si ritrova in una situazione in cui gli acquisti ricorrenti aumentano il #[[lifetime value]] dei clienti, inoltre è possibile stimare delle previsioni di vendita proprio a causa dei pagamenti ricorrenti, ci sono tante opportunità di #cros-sell e di #upsell.

      È un sistema adatto sia ai servizi online che offline ma la condizione è che il prodotto venga usato continuamente ed inoltre è ottimale nelle situazioni in cui riduce le barriere all'entrata tramite un grande pagamento in anticipo.

    9. What are the product configuration/bundles we plan to offer? Why did we pick these offers? Do they align with our key segments? If not, why not?What are the leader, filler, and killer features for the new product or service our company is developing? How did we find out?Have we explored a good/better/best approach to product configuration and bundling? What do we expect sales to be for each product configuration? Is the share of the basic product configuration lower than 50 percent? If not, why not?Have we explored bundling our new product with existing products? What would be the benefits for us and the customers?Have we considered unbundling as an opportunity? What would be the benefits to customers and our business (if any)?

      Queste sono le domande che un CEO dovrebbe porsi riguardo i bundle di prodotto:

      • Quali sono i bundle che abbiamo deciso di offrire? A che prezzo? Queste offerte si allineano con i segmenti individuati?
      • Quali sono le caratteristiche leader, filler e killer di questo bundle? Come le abbiamo scoperte?
      • Quali sono le opzioni bene/meglio e top per questo bundle? Quali ci aspettiamo siano le vendite per ogni bundle? La condivisione della configurazione base del prodotto è al di sotto del 50%? Se no, perché?
      • Abbiamo ipotizzato di creare bundle di prodotto con altri prodotti? Quali sarebbero i benefici nostri e dei clienti?
      • Abbiamo considerato l'ipotesi di smantellare il bundle? Quali sarebbero i vantaggi per noi e per i clienti?
    10. Align offers with segmentsDon’t go beyond nine benefits or four productsCreate win-win bundles for you and the customerDon’t give away too much in the entry-level product. Look at customer distribution by product and upsell percentage to qualify a problemHard bundles might not work and an a la carte bundle may be betterPer product pricing needs to be higher than bundled pricingMessaging and communicating the value of the bundle is a sales opportunity depending on what product or feature they are afterBundle an integrated experience and charge a premium instead of a discountDon’t bundle for the sake of bundlingLook for inverse correlations and exploit both by including the nice to have inverse.

      Questi sono alcuni dei consigli che bisogna considerare nella creazione di configurazioni di prodotto diverse.

      • Allineare l'offerta ai segmenti;
      • Non andare oltre i 9 benefits o i 4 prodotti;
      • Crea bundle che siano vittoria per te e per i consumatori;
      • Non dare troppo valore nel prodotto di entrata, guarda la distribuzione dei clienti per prodotto e fai upsell in percentuale, così da qualificare il problema;
      • I bundle fissi potrebbero non funzionare, quelli personalizzati invece si;
      • Il prezzo per singolo prodotto deve essere più alto di quello in bundle;
      • Comunicare il valore del bundle può essere una opportunità di vendita a seconda di quale prodotto si sta cercando di vendere;
      • Crea un'esperienza premium riguardo il tuo prodotto e dalle un prezzo premium, invece che un prezzo scontato;
      • Non creare bundle semplicemente per lo sfizio;
      • Cerca correlazioni inverse includendo l'opposto delle feature nice to have;
    11. Establishing which features are leaders (must-haves), fillers (nice-to-haves), and killers (features that are deal killers), andCreating good/better/best options.

      Due sono gli aspetti principali di una configurazione di prodotto efficace:

      • Bisogna stabilire le caratteristiche leader (must have), filler (nice to have) e killer
      • Bisogna creare delle opzioni di prodotto che siano buone, migliori, top
    12. Product configuration and bundling are your key building blocks for designing the right products for the right segments at the right price points. Product configuration is about putting the appropriate features and functionality — those customers need, value, and are willing to pay for — into the product; this process has to be done for each identified segment. Systematic product configuration prevents you from loading too many features into a product and producing a feature shock.

      Un prodotto deve essere creato configurando le giuste caratteristiche in dei bundle che rispettino i determinati segmenti che abbiamo individuato. Ogni configurazione di prodotto deve rispettare i determinati bisogni, valori e WTP dei segmenti.

    13. Does our product development team have serious pricing discussions with customers in the early stages of the new product’s development process? If not, why not?What data do we have to show there’s a viable market that can and will pay for our new product?Do we know our market’s WTP range for our product concept? Do we know what price range the market considers acceptable? What’s considered expensive? How did we find out?Do we know what features customers truly value and are willing to pay for, and which ones they don’t and won’t? And have we killed or added to the features as a consequence of this data? If not, why not?What are our product’s differentiating features versus competitors’ features? How much do customers value our features over the competition’s features?

      Queste sono valutazioni che deve fare il CEO riguardo il #pricing del prodotto da lui creato.

      Tra le valutazioni e domande da porsi ci sono:

      • Il team rivolto al prodotto ha avuto una seria discussione riguardo il #pricing? Se no, perché non è accaduto?
      • Quali dati abbiamo che indicano che c'è un mercato che può e vuole pagare per questo prodotto?
      • Conosciamo il range di #WTP del nostro concetto di prodotto? Sappiamo il nostro target quali prezzi ritiene accettabili, esagerati ed immotivati? Come lo abbiamo scoperto?
      • Sappiamo quali caratteristiche del prodotto hanno maggiore valore agli occhi dei consumatori, quali sono disposti a pagare e quali invece non hanno alcun valore? Se no, perché?
      • Quali sono le caratteristiche del nostro prodotto che sono elemento di #differenziazione rispetto ai prodotti dei nostri competitor? Quanto valore hanno queste caratteristiche agli occhi dei consumatori?
    14. Did we segment before we designed the product? If not, why not?What were the segments? How did we get to these? Which ones would we serve initially? Do they represent a sizable market?What criteria were they based on? How different are these segments in their WTP? Can we respond differently to each segment? If so, how?How did we describe the segments? What observable criteria do we have in these descriptions? Do our descriptions and observable criteria on each segment pass our sales team’s sniff test?How many segmentation schemes do we have in our company? Can we consolidate to one segmentation across product, marketing, and sales?Who in our company is responsible for segmentation? At what point in the innovation cycle does this person (or people) get involved?

      Queste sono le domande che un CEO dovrebbe porsi riguardo la segmentazione per la creazione di un prodotto.

      • Abbiamo fatto una segmentazione prima di creare il prodotto? Se no perché?
      • Quali sono i segmenti che abbiamo individuato, in che modo ci siamo arrivati, quale abbiamo deciso di servire inizialmente, rappresentano un mercato sostenibile?
      • In funzione di quale criterio sono distinti i segmenti? In che modo cambia la #WTF dei differenti segmenti? Possiamo rispondere diversamente ad ogni segmento?
      • In che modo descriviamo i segmenti? Quali sono i criteri osservabili che abbiamo in queste descrizioni?
      • Quanti schemi di segmentazione abbiamo? Riusciamo a consolidare su un solo segmento tutte le nostre energie aziendali?
      • Chi è il responsabile della segmentazione? In che momento interviene?
    15. Do Segmentation Right:Begin with WTP data — By clustering individuals according to their WTP, value, and needs data, you will discover your segments — groups of people whose needs, value, and willingness to pay differ.Use common sense — Practicality and common sense are as important as statistical indicators.Create fewer segments, not more — Serving each new segment adds significant complexity for sales, marketing, product and service development, and other functions. Smart companies start with a few segments — three to four — and then expand gradually until they reach the optimal number.Don’t try to serve every segment — The products and services you develop should match your company’s overall financial and commercial goals. A segment must deliver enough customers — and enough money — to make the investment worthwhile.Describe segments in detail in order to address them — Investigate whether each segment has observable criteria for customizing your sales and marketing messages to them.

      Come si può segmentare in maniera efficace?

      1. Si comincia con i dati emersi dall'analisi sul #WTP, si creano cluster di individui in funzione di WTP, valori e bisogni, così emergono dei segmenti;
      2. Punta a pochi segmenti, non molti, ogni segmento porta con sé entropia che deve essere gestita, il numero ideale di segmenti è 3-4 e poi ci si espande in maniera graduale fino a raggiungere il numero ottimale;
      3. Non devi servire ogni segmento, il prodotto che crei dovrebbe essere coerente con gli obiettivi generali ed economici della tua azienda. Un segmento deve essere visto come un investimento;
      4. Descrivi ogni segmento in dettaglio e cerca criteri evidenti nel comportamento del segmento per poter customizzare il più possibile;
    16. The message here is clear: You need to create segments in order to design highly attractive products for each segment. And you must base your segmentation on customers’ needs, value, and WTP. This way, segmentation becomes a driver of product design and development, not an afterthought.

      Quale è il modo migliore per definire le caratteristiche migliori di un prodotto?

      Bisogna analizzare il mercato e segmentare i bisogni, valori e WTP dei consumatori. In questo modo la segmentazione diventa la guida della creazione del prodotto.

    17. New products fail for many reasons. But the root of all innovation evil is the failure to put the customer’s willingness to pay for a new product at the very core of product design.

      Quale è una delle prime cose che si deve valutare nell'elaborazione di un prezzo per un prodotto?

      Una dele prime cose da valutare è la volontà di pagare per il nuovo prodotto in questione da parte dei consumatori, questa deve essere messa al centro del processo di creazione del nuovo prodotto.

    18. Startup companies are much more likely to possess Feature Shock and Undead pricing problems. However, some product launches are treated as Minivations and startup companies with Hidden Gem technology may not see the need for a pivot. Regardless of the problem you may encounter, there are certain things you can do to find the solution.

      Quelli mostrati nella tabella sono i 4 tipi di problemi in termini di #pricing che si possono incontrare nella creazione di un prodotto.

      Tra i problemi che si verificano più di frequente nelle startup abbiamo il fenomeno del #featureshock oppure dell' #undead

    19. Feature shocks happen when you try to cram too many features into one product, creating a confusing and often expensive mess. In a sincere effort to have it be “all things to all people,” you launch a product that pleases few. The result is the product’s value is less than the sum of the parts. Due to its multitude of features — none of them a standout — these products are costly to make, overengineered, hard to explain, and usually overpriced.

      Si ha un problema di #featureshock nel momento in cui si cerca di inserire troppe funzioni all'interno di un prodotto.

      Così facendo si incorre nella situazione in cui cercando una soluzione "unica per tutti" si crea una soluzione che accontenta nessuno ed il cui valore è inferiore al valore delle sue singole parti. In questo modo tutte le caratteristiche si annullano tra loro e ci si ritrova con un prodotto che inoltre è nella maggior parte dei casi:

      • costoso da creare;
      • complicato da creare;
      • difficile da spiegare;
      • troppo costoso da acquistare
    20. No one wants to sell his or her idea short. Minivations are products that tap neither a product concept’s full market potential nor its full price potential. Companies that fall into the minivation trap underexploit the market opportunity and the price they could have charged, thereby robbing themselves of profits. Minivations go down as undermonetized products cursed with a “what might have been” tag.

      Il caso del problema di #minivation è quello in cui il prodotto non raggiunge né il massimo del potenziale di mercato né il massimo del potenziale di prezzo. Le aziende che cadono in questa trappola sono aziende che danno al proprio prodotto un prezzo più basso di quanto sia effettivamente il suo valore ed in questo modo rinunciano a dei guadagni.

    21. With a hidden gem product, a company has a brilliant, even revolutionary idea but fails to both recognize it and quantify the product’s value to customers. Or the company decides it lacks the capabilities to bring the unusual idea to market. Hidden gems often end up in limbo, neither launched nor killed. They often don’t make it to market, but if they do, they arrive undervalued, as freebies or deal sweeteners.

      Ci si ritrova in un caso di #hiddengem quando si ha un'idea innovativa, addirittura rivoluzionaria, ma non si riesce a riconoscere sia la portata di impatto dell'idea sia a darle il giusto valore.

      In questo modo ci si ritrova con trascurare l'idea non riuscendo mai a portarla sul mercato, oppure si decide in maniera volontaria di non farla evolvere mai.

    22. Applied to monetizing innovation, an undead product is one that still exists in the marketplace, but demand is virtually nonexistent. The product, for all intents and purposes, is dead, yet it continues to “walk around” like a zombie.

      Un prodotto #undead è semplicemente un prodotto che ancora infesta il mercato ma che ha una richiesta quasi inesistente.

    23. When an undead is in the making, you become delusional and detest any evidence that goes against your beliefs. You resist objectivity and keep investing time, feeling you have come too far. Once the product is in the market, your sales teams can’t sell it, and it causes them to miss their targets — by a lot.

      In che modo si può capire se ci si ritrova a lavorare con un prodotto #undead ?

      Si può capire che ci si ritrova con un prodotto di questo tipo se si diviene sempre più illusi riguardo il prodotto e si odia e disprezza ogni prova che vada contro le proprie convinzioni.

      Si cerca di resistere all'oggettività e si continua ad investire tempo, emozioni ed altre risorse. Una volta che il prodotto è poi sul mercato il team sales e marketing non riescono a piazzarlo né farci alcuna vendita, spesso sbagliando il target.

    24. Myth #1: If you simply build a great new product, customers will pay fair value for it. “Build it, and they will come” is the mantra. Why we believe it: because Star Wars, FedEx, Harry Potter were all rejected by directors, businessmen, and editors and were wild successes. But they are the exceptions not the rule.Myth #2: The new product or service must be controlled entirely by the innovation team working in isolation. Why we believe it: because Henry Ford said that customers would have wanted a faster horse. Indeed, the Innovators Dilemma, Different, Play Bigger, etc. put a premium on this as well. The fine line that must be walked is that of being different in a way that we are confident will resonate with customers. Confident because you have talked, consulted, argued, and shown the product to customers and more importantly, gauged their willingness to pay.Myth #3: High failure rate of innovation is normal and is even necessary. Why we believe it: sports analogies.Myth #4: Customers must experience a new product before they can say how much they’ll pay for it. Why we believe it: because its safe.Myth #5: Until the business knows precisely what it’s building, it cannot possibly assess what it is worth. Why we believe it: a cost-plus mindset that ties willingness to pay with what it cost us to build.

      Ci sono alcuni miti riguardo l'elaborazione del #pricing.

    25. The most important aspect of moving to a “design the product around the price” innovation process is finding out as early as you can whether customers value your innovation and would pay for it. You can only determine customers’ WTP by actually asking them — not by imagining what they will say.Two pieces of information are important in this phase: customers’ overall WTP for a product (the price range they have in mind) and their WTP for each feature (so you know which features matter most and which features don’t matter at all).Five types of research questions will help you get these answers. Best practices in having these discussions include positioning them as “value talks” (not as pricing discussions), expecting key insights to come from the simplest questions, mixing structured with unstructured questions, and not relying solely on quantitative data.

      La valutazione della volontà di pagamento da parte dei clienti è una delle valutazioni più importanti da fare quando si decide il prezzo di un prodotto. Ci riferiamo ad essa con #WTP.

      Dei 4 problemi di #pricing discussi in questo libro, una #WTP effettuata nelle fasi iniziali del progetto è determinante e capace di evitare il manifestarsi di TUTTI I PROBLEMI DI PREZZO.

      Per poter capire questa #WTP è essenzialmente necessario se effettivamente i consumatori danno valore al tuo prodotto oppure no, un valore economico, si intende.

    26. Direct, purchase probability: “what do you think could be an acceptable price?” “What do you think would be an expensive price?” “What do you think would be a prohibitively expensive price?” “Would you buy this product at $?”Purchase probability questions: “On a scale of 1 to 5, where 1 is, I would never buy this product and 5 is, I would most definitely buy this prdouct, how would you rate this product?” 4 or 5 you stop. Less than 3 lower the price and try again.Most–least: create a subset of your features and ask them to rank the features from most valuable to least. Change the subset for 5 different sets. You will end up with rich feature by feature feedback.Build-your-own: give them a list of features and ask them to build their “ideal product.” As they add features, the price increases. See where they stop with features and price.Purchase simulations: A.K.A Conjoint analysis. This is where you test the pricing of certain bundles of features. Changing bundles and prices. Definitely the most complex option and usually requires software and/or a consultant to manage. As expected, however, the results can be game changing.

      Questo è un framework che si può utilizzare per stabilire la #WTP riguardo un prodotto.

      1. Fare domande di questo tipo, volte a verificare la probabilità di acquisto in maniera diretta:
      • Quanto pensi possa essere un prezzo accettabile per questo prodotto?
      • Quanto pensi possa essere un prezzo esagerato per questo prodotto?
      • Quanto pensi possa essere un prezzo proibitivo per questo prodotto?
      • Compreresti questo prodotto alla cifra di..?
      1. Domande volte a verificare la probabilità di acquisto in maniera indiretta:
      • Su una scala da 1 a 5, dove 1 è "Non comprerei mai questo prodotto" e 5 è "Lo comprerei sicuramente" che voto daresti a questo prodotto? Se il voto è <= di 3 abbassa il prezzo e riprova;
      1. Crea un gruppo di feature del prodotto e chiedi alle persone di metterle in ordine dalla più valida alla meno valida, usa 5 gruppi di caratteristiche;
      2. Dai una lista delle caratteristiche alle persone e chiedigli di creare il loro "prodotto ideale" con le caratteristiche che gli hai fornito, ad ogni caratteristica aggiunta aumenta il prezzo, vedi dove si fermano nel processo di aggiunta;
      3. Testa diverse configurazioni di caratteristiche, cambiando configurazione e prezzo, di solito questo test richiede software o consulenti per poter essere effettuato, i risultati però sono validissimi.
    1. There is less agreement about the type of knowledge needed for innovation and the generation of growth and development. A contribution to this line of thinking is the literature on recombinant knowledge, exploiting a key insight in Schumpeter (1912) and Usher (1954) that innovations result from new, untried combinations of existing elements

      Never tried before mixes of ideas lead to innovations. How to promote this way of working in organisations is a challenge when most of the effort goes into performance orientated tasks.

  29. Sep 2021
    1. The ancient Romans sometimes connected wax tablets with leather or cords, suggesting a prototype of binding. Replacing the wax with leaves allowed many pages to be stacked atop one another, then sewn or otherwise bound together.

      early book prototypes

    1. Smart leaders will not focus so much on exhorting people not to be afraid of change and will instead work to do everything they can to increase a sense of stable, supportive community. Unfortunately, many leaders see stability, community, and a sense of belonging as enemies of innovation — when in reality they are the prerequisites.
    1. First, if you can’t build and distribute the new thing to lots of people, the circle of innovation can’t complete.

      Zunächst bedeutet das wohl, dass man per Definition dann nicht von Innovationen sprechen sollte sondern von Erfindungen. Wenn man innovativ sein möchte muss man die Ergebnisse in die Welt bringen können. Aber was bedeutet das genau? Marketing? Netzwerk? Einfachheit? Strahlkraft? Alles davon? Hmm ...

  30. Aug 2021
    1. Figure 23. The Frequency That NPEs Transferred Technical Knowledge in Addition to the Patent License, According to Respondents in the Computer Industry

      Grafik-grafik di ini adalah hasil utama.

    2. Based on our very preliminary evidence, the theory that NPEs facilitate innovation via patent license demands either through the creation of new products or by delivering actual technical know-how from inventors to implementers does not seem to hold water.

      NPE tidak berfungsi memfasilitasi inovasi.

    3. Patent trolls are the hottest topic of debate within patent law today.

      Jadi patent trolls di sini adalah Non Practising Entities (NPE), yaitu sebuah lembaga yang tidak menghasilkan produk (bukan industri) yang membeli paten yang kemudian dijual ke industri yang menghasilkan produk.

      Masalahnya, paten yang diperjual-belikan ini adalah paten yang berpotensi mengganggu pasar industri yang menghasilkan produk sejenis.

    4. A critical factual assumption that underlies this debate is whether patent licensing by trolls is in fact a mechanism for technology transfer to the licensees and the creation of new products, or whether a request that a company take a patent license is simply a means of collecting money in exchange for agreeing not to sue.

      Disadari ada praktek ini.

    5. Patent trolls—patent-holding entities that do not make any products but sue or threaten others with patent infringement—are the subject of intense debate.

      Patent trolls atau NPE sebagai middle man.

    1. The disclosure of the invention is an essential consideration in any patent granting procedure.

      disclosure -> patent granting

    2. Traditionally, IPR is divided into two forms: industrial property rights and copyright. In general, copyright is a legal term describing rights given to creators over their literary and artistic creations, while the term ‘industrial property rights’ refers to certain exclusive rights regarding innovative ideas or distinguishing signs in the industrial or commercial field.

      ini pembagian yang sudah tegas antara HKI dengan paten. Jadi Hak Cipta adalah hak yang paling mendasar, sementara paten ada di bawah Hak Properti Industri.

    3. The life cycle of technologies can be divided into stages – from invention, through research, development and dissemination (RD&D) and market development, to commercial diffusion.

      Memang aneh ketika siklus hidup teknologi didefinisikan secara seragam seperti ini, khususnya di bagian akhirnya, commercial diffusion.

  31. Jul 2021
    1. La définition de l’innovation selon Everett Rogers est un « processus par lequel une innovation est communiquée, à travers certains canaux, dans la durée, parmi les membres d’un système social ». En matière d’innovation en formation, le caractère innovant ou non d’un processus peut être précisé. La dilution de la technologie dans le fait social écarte la simple liaison entre technologie et innovation. La technologie est tellement présente qu’elle ne saurait être un indicateur suffisant d’innovation.

      Définition circulaire mais liée à une page wikipedia

    1. Feature Idea: Chaos Monkey for PKM

      This idea is a bit on the extreme side, but it does suggest that having a multi-card comparison view in a PKM system would be useful.

      Drawing on Raymond Llull's combitorial memory system from the 12th century and a bit of Herman Ebbinghaus' spaced repetition (though this is also seen in earlier non-literate cultures), one could present two (or more) random atomic notes together as a way of juxtaposing disparate ideas from one's notes.

      The spaced repetition of the cards would be helpful for one's long term memory of the ideas, but it could also have the secondary effect of nudging one to potentially find links or connections between the two ideas and help to spur creativity for the generation of new hybrid ideas or connection to other current ideas based on a person's changed context.

      I've thought about this in the past (most likely while reading Frances Yates' Art of Memory), but don't think I've bothered to write it down (or it's hiding in untranscribed marginalia).

    1. Innovation is classically defined as introducing into the market newinventions or significantly improved products (Maclaurin, 1953), orfinding new and better ways to introduce products into the market(OECD, 2015). However, recently, innovation is defined as a designprocess that requires conceptual and knowledge expansions, and thatresults in the revision of an object's identity (Le Masson, Hatchuel, &Weil, 2006)
  32. Jun 2021
    1. Deloitte, a consultancy, reckons that the internal rate of return on in-house R&D at a dozen big drugs firms fell from 10% a decade ago to 2% in 2019—below their weighted-average cost of capital of 7%. The average cost to bring a drug to market has increased by two-thirds since 2010, to some $2bn. And the forecast for peak sales for each new drug has also fallen by half over that period

      Eroom's Law and falling Biopharma innovation

  33. May 2021
    1. You should design languages to start small and then grow. You should design languages so that users help you grow them easily. The solution to the Cathedral vs Bazaar is let everyone play but have a BDFL decide what to take in/out. Have a Shopping Mall of good ideas. It is good for you and your users, to give them a chance to buy in and pitch in. If you design a small number of useful patterns, you can say no to a lot more things that not everybody uses, while letting them define things they will use.

      To a great extent, this is also the sort of game plan that Twitter created with their early product (and their API) which made them wildly successful.

      Sadly, they took it all away at some point.

    1. Similarly, while individual artefacts may be fragile, their lineage is likely to continue if they serve and extend deeply-rooted needs. Hence the innovator’s twin adages: “what significant problem does it solve?” and “how does it make life easier?” If you can’t answer either of these questions about something new – if you can’t in some way connect the temporary to the timeless – it probably makes sense to wait rather than betting the farm.
  34. bold.expert bold.expert