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

221005

Today

  • Retro
  • Continuous improvement plan
  • First coaching session
  • Walk along the coast

Tomorrow

  • Leading my first opportunity canvas workshop
  • Getting some projects kicked-off
  • One-to-one with a team member

221004

Today

  • Welcomed three new team members
  • Chatted about how to approach product improvements
  • Chatted about improving career progression
  • Walked up a windy foggy hill
  • Wrote a presentation about training volunteers
  • Wrote a discussion doc about handling some edge cases

Tomorrow

  • Data analysis
  • Project retro
  • Planning a opportunity canvas workshop
  • Intro to a new project about how we manage data

221003

Today

  • Learning write-up
  • Project team check-in
  • Walk along the cliff top in high wind
  • Wrote an options paper for learning management systems

Tomorrow

  • Welcoming a new product manager to the team
  • Intro chats with other team members
  • Discussing approaches to product development
  • Talking about career progression
  • Walk to visit a lighthouse

Why make a humanoid robot?

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.

221001

Today

  • September expenses
  • Blog post about charity opportunity canvas
  • September retro
  • October delivery planning
  • Walk along the coast

Tomorrow

  • Irregular Ideas newsletter
  • October delivery planning
  • Walk

Charity product model canvas – iteration 5

Charity opportunity canvas
Charity canvas – iteration 5

About the canvas

This version includes quite a lot more than iteration 4.

Strategic goal

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.

Project name

So everyone knows which project this canvas is about.

Project team

Those working on the project should be the ones using the canvas.

Others involved

Opportunity type

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?

Delivery method

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.

Date

When the canvas was last updated.

Users

Put the people you are trying to help in the centre. Be as specific as you can. “Everyone” is not the user.

Problems

What problems are those people facing that you are going to try to solve?

Barriers

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.

Solutions

How will you solve the problems people are facing?

Outcomes

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?

Acquisition

How are people going to find your solution?

Retention

How are you going to keep people using the solution?

Resolution

How are you going to solve the problem in a way that means your solution becomes redundant?

Positioning

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.

Channels

Simple logistics question. Will the solution be in-person, over the phone, on a website, etc.

Feedback

How are you going to get feedback from users on your solution and iterate to keep meeting their needs.

Cost to build & cost to maintain

How much is the solution going to cost? Helps with planning budgets and knowing if the solution is viable.

Resources to build and resources to maintain

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.

Launch metrics and ongoing metrics

How will you measure whether the solution is achieving the outcomes you defined?

Using the canvas

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.

Retrospective September 2022

The lesson for this month; urgent always beats important.

Contributing to the digital transformation of the non-profit sector

Working at a national non-profit organisation to embed product thinking and practice

Be a better manager

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.

Build better products

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.

Create a better environment

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.

Deliver projects faster

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.

Participating in online communities for social good, innovation, product and digital

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.

Continually developing my knowledge, skills and practice

Formal education

Didn’t do anything on my BSL course, on the Gitlab Remote Working course.

Informal learning

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.

Reflective practice

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.

Leading an intentional life

Lifestyle

Nomadic coastline life continued to be as amazing as ever.

Started doing a bit of thinking about a roadmap for becoming good compost.

Health & well-being

Walked most days, but not running enough (only once this month).

Financial independence

Expenses back on target. Runaway good.