Adding Gifts From The Heart range to the Online Shop.
Starting plans to launch Fascinators.
Developing future aspirations for our clothing range.
Discussing Events Marketing.
Holding the Ecommerce Monthly Management Meeting.
Interesting stat of the week…
So far in 2018, 50% of our traffic was on mobile device, 30% on desktop, and 20% on Tablets, but when it comes to placing an order, 42% was on Mobile, 37% on desktop, and 21% on Tablets. Is this due to usual customer behaviour or does it show that we need to focus more on Mobile traffic to get the Convertors up to the same percentage as the traffic?
In the not too distant future….
Discussing the opportunities around ‘Give In Celebration’ for promoting our Wedding Favours.
” The job of Product Management is to deliver good products to end users. The sheer number of possible definitions of good, product and user mean there’s no standard look to a Product Manager. But if you don’t deliver, the product is not good, or no-one uses it, you’ve done it wrong.”
” There’s good process and bad process. Good process is any that allows the team to produce better work faster, with joy and elegance. Bad process is anything else.”
” Incremental development and vision are not orthogonal; they both require the other. All product must start with a vision — a point of view — but then be built critically step by step. It’s ok to learn something new as you go.”
As my interest in Modern Agile grows I’ve been looking for situations at work from which I can learn about how to apply the principles and how to work in a way that makes people awesome.
There is a project team (who aren’t Agile) who seem to have a culture of focusing only on what they need. They don’t seem to be able to hear the needs of anyone else from any of the other teams they work with. I can see how this culture can develop in a team that is so completely focused on hitting deadlines and not having any part of the project slip beyond its allotted schedule, and I can see how this culture is the opposite of the Modern Agile principle of making people awesome. In this situation, the people that work with that project team don’t feel awesome because they aren’t listened to, and are given the message that the project team are able to command their time and effort without being able to feedback on whether they are focusing on the right things at the right time. And I doubt that the project team feel awesome as they probably feel like getting anything done is a struggle against the people who are supposed to be supporting them on the project (of course, they don’t recognise that those people have other work to do outside of the project because they are so focused on their project).
I’m not going to try to suggest a solution to this problem as I don’t think the situation/culture will change, but I definitely want to learn from it. So, I’m going to try to:
– Communicate more clearly, – ask questions to encourage discussion, – remember that other people have their own priorities, – actively listen for implied meaning and ask follow-up questions, – ask what they need to be successful, – allow open honest conversations, – and encourage everyone to be able to positively challenge what anyone says.
I hope that if these practices become part of the projects I’m involved with then we can all help to make each other awesome.
I heard a programme on BBC Radio 4 about a business supplying small solar power packs to the people of small villages in rural Africa.
These villages have no electricity infrastructure, and batteries and kerosene are expensive, so households purchase a solar power pack, which they pay for over eighteen months. This empowers the villagers to electrify the village without having to wait for the government to build national grid – type infrastructure which is cost prohibitive anyway.
This is a great example of how technology can be used for revolution rather than relying on evolution as we often do in developed countries. Mobile phones are another great example. They leap frogged land line technology and went straight to mobile technology, which meets their use case better.
I wonder how this approach of leap frogging could be used on small scales to deliver products that meet customers use cases but ignore the accepted best practice of iterative development. Does it rely on the evolution to have happened elsewhere? Does it need to follow a distributed model; be very localised and empowering of the users with minimal support from a larger authority?
