222006
Today
- Delivered a workshop on using an opportunity canvas
- Planned metrics for our website
- Set up an online course
- Went for a walk on a beach
- Played with Azure DevOps
Tomorrow
- Writing about product ownership
- Weeknotes
Today
Tomorrow
Today
Tomorrow
Today
Tomorrow
Today
Tomorrow
If you happened to be hanging around the Czech Republic town of Hradec Králové in 1921, and you happened to go to the theatre, you might have seen a play called “Rossumovi Univerzální Roboti” **or, in English “Rossum’s Universal Robots.” Karel Capek, the writer of this play, coined the term robot to describe artificial people built to serve humans.
If you happened to be hanging around Paolo Alto in California a hundred and one years later, and you happened to stroll into the office’s of Tesla, you might have seen the unveiling of the unimaginatively named humanoid robot, Optimus. Optimus has a head, torso, two arms and two legs. It walks, squats, picks things up, climbs stairs. Tesla’s goal is “to make a useful humanoid robot as quickly as possible”. But why make a humanoid robot?
Robots have been used in manufacturing since the 1960’s, but they aren’t humanoid. They are single arms built to perform specific tasks. What makes humanoid robots different is the idea of being ‘general purpose’. General purpose technologies always have a huge and lasting effect on an economy and entire society. Electricity is a general purpose technology. So are computers. You don’t have one computer designed specifically for typing and another for browsing the internet. Economists Lipsey and Carlaw suggest that there have only been 24 technologies in the history of humanity that can be classified as true General Purpose Technologies. Will humanoid robots become the 25th?
MIT professor and director at the Computer Science & Artificial Intelligence Laboratory, Diana Rus, isn’t convinced. She says, “the more you generalize, the less you optimize,” which is why so many robots that we have today do not take human shape. Tesla wants to change that. So, when Musk says, “it really is a fundamental transformation of civilization as we know it”, he’s referring to making robots that can do lots of different things. A single robot that can interact with all kinds of different scenarios, perform all kinds of different tasks, would undoubtedly transform civilization. But maybe not in the way Musk suggests.
In Rossum’s Universal Robots, the robots revolt and kill all the humans. This is the nightmare scenario that has been depicted in science fiction ever since, and I’m not saying it’s not going to happen, but I think something else might happen first.
If we build humanoid robots that look and move like an able-bodied man, then we reinforce designing society around that single physical form.
As robots become more able to lift heavier things, more things will be packaged into boxes that people can’t lift. As robots become better at walking up steps, more buildings will be designed with more steps that people can’t access. As robots become able to cross roads by detecting vehicles, fewer roads will have visual and audible crossing signals that help people cross safely.
In this future, we gradually become more and more reliant on the robots, not because we’ve become lazy and complacent, but because we’ve designed our society to work for them and not for all of us in all the various shapes, sizes and abilities we come in. And those who cannot afford a robot to perform tasks humans can’t become excluded all together.
We make society less and less accessible, less and less equal, when we design around one way of being and doing.
Today
Tomorrow
This version includes quite a lot more than iteration 4.
Show how this opportunity fits with the organisations strategy. If it isn’t clear to everyone how this opportunity contributes to those goals then it should prompt the question of whether to continue to explore the opportunity.
So everyone knows which project this canvas is about.
Those working on the project should be the ones using the canvas.
Is this a new opportunity for the charity or are we replacing/improving on an existing one? Is it about income generation or service delivery or something else?
This might be a bit specific, but if you have different delivery methods (and you should) then it’s useful for reminding the team how they are approaching this project.
When the canvas was last updated.
Put the people you are trying to help in the centre. Be as specific as you can. “Everyone” is not the user.
What problems are those people facing that you are going to try to solve?
What barriers prevent people from solving this problem, or from accessing other solutions? There could be a bit of market analysis here to understand other solutions.
How will you solve the problems people are facing?
What will people be able to do if they are using your solution that they can’t do without it? How will life be improved for them?
How are people going to find your solution?
How are you going to keep people using the solution?
How are you going to solve the problem in a way that means your solution becomes redundant?
Why should this organisation be tackling this problem? Should be thought about from legitimacy and marketing point-of-view rather then philosophically. If your organisation doesn’t already have a natural fit to the opportunity or problem then it’ll be much harder to get traction for your solution.
Simple logistics question. Will the solution be in-person, over the phone, on a website, etc.
How are you going to get feedback from users on your solution and iterate to keep meeting their needs.
How much is the solution going to cost? Helps with planning budgets and knowing if the solution is viable.
What things need to be in place to make the solution feasible? Does it need a CRM or email service provider, or buildings, etc., etc.
How will you measure whether the solution is achieving the outcomes you defined?
Start in the middle with the users.
Fill the canvas organically, not as a linear sequence. Add to each of the boxes, and as that makes you think of other things in other boxes, add them to.
Think about how you might show which things on the canvas are proven and which are assumptions (which shows you where you need to work on validating things).
Little tip – if you can’t fit everything in the boxes then you’re probably trying to tackle too big a problem. Focus.
The lesson for this month; urgent always beats important.
A couple of things I intended to do this month fell by the wayside as more urgent project work took over. That’s not a situation I want to happen regularly.
Did some thinking about governance and testing, and know I have some work to do to justify taking a structured, goal-oriented approach to product improvement coming up.
Introduced an opportunity canvas for showing the current state of knowledge about a problem we’re trying to solve. The aim is for it to help everyone on a project team be more aligned.
Some thinking about how development and testing work fits in project timelines, and how well defined things need to be at different stages. We’re between not being about to run our own tech stack but wanting to build complex systems. The only solution seems to be to build simpler things.
Ongoing issue that I haven’t resolved. Can’t figure out how to contribute to a community and be remote, async, introvert. I keep circling around ideas about improving product management in charities but can’t quite find the way.
Didn’t do anything on my BSL course, on the Gitlab Remote Working course.
Didn’t work on any of my side-projects.
Irregular Ideas has 49 subscribers. I’ve been working back through old editions on Substack to add images, hopefully to improve engagement a bit when posting on social media. I still need to shut down the old Irregular Ideas website and move the domain name over to Substack.
Wrote a few Twitter threads from my weekly reading list. Carried on with my digital/product/charity twitter thread experiment. No results yet.
I wrote weeknotes on schedule every week and daynotes most days.
Didn’t do any journaling or free-form writing by hand. Didn’t have time to get into the right headspace.
Thought reflectively about projects at work. The challenge is how to turn thought into practice and take learning from one project and apply it more generally.
Nomadic coastline life continued to be as amazing as ever.
Started doing a bit of thinking about a roadmap for becoming good compost.
Walked most days, but not running enough (only once this month).
Expenses back on target. Runaway good.