Things I did this week:
Took some time off
I sat by the river and watched the fish swimming slowly among the rocks. I knew I didn’t need to be anywhere else doing anything else. I had no Internet connection. No one else was around. It is only by the peacefulness of these places that we know the chaos and conflicts of the other places.
I did do a bit of work this week. I’ve been thinking about how to create a game plan that allows us to join Programmes, Projects and Product, and the various teams and stakeholders. It represents the people involved, the value creation steps they’ll take, the outputs they produce, etc. So my next step is to find someone to present it to and validate it’s usefulness.
Product management in charities
I didn’t get as much done on my Interface, Integrate, Iterate emails about the roles and benefits of product management in charities as I would have like to have done, but I am making progress. I don’t think I’ll hit my target of completing them by the end of the month, but I’m still trying. Then I need some charity digital/product people to test them with and see if they make sense.
The end of blockchain
Not the technology, just the module I’ve been studying. We had our final lecture and I’ve started revising for the exam. Once that’s over I’ll have finished all the module study for my masters and achieved 40% of my grade, so now just the other 60% from my dissertation.
Some stuff I thought about:
I saw a poster for Citizen’s Advice in Torpoint which explained how in simple, clear language the one and only way to get in touch to get help. Send a text message (the simplest and most prevalent channel available) and they’ll call you back to arrange an appointment. The poster could of also had a phone number, and an email address, and QR code, and a web address, but none of that is necessary. Rather than offering lots of ways to get in touch, which could confuse people and then requires all those different systems to be joined up, much better to offer a single simple way into the service. I’d love to see the metrics on the SMS booking service.
Citizen’s Advice’s vision states “You won’t ever struggle to get help from us. Our services will be available when you need them in a way that works for you”, and this poster is a great example of how the vision a charity holds can work on the ground, in a real life situation.
What do charities compete with?
Wayne Murray tweeted about how charities are in competition with Netflix and pubs when trying to engage people. There are so many ways to look at this. It’s undeniably true that we all only have a limited amount of time and attention so if we spend it at the pub we can’t also spend it volunteering with a charity. If people consider supporting a charity as on par with watching TV and socialising, then maybe there is direct competition. But if donating time and/or money to a charity is an extraordinary act for most people, then maybe it doesn’t compete with ordinary activities. And if you look at it as ‘doing good for myself’ (relaxing, socialising) and ‘doing good for others’ (supporting a charity), then maybe they are both worthy activities that have their place, which may or may not be in competition.
Can a charity live without a website?
James Heywood tweeted an interesting question about whether a charity can live without a website, and what some of the positives and negatives of doing so might be. It made me think how interesting it would be to take two similar small charities and create different digital strategies with the same objectives, where one strategy uses a website and the other doesn’t, and see which performs best.
A few things I read:
Is product management in continuous discovery?
I read a few posts by Teresa Torres, ‘The Best Continuous Discovery Teams Cultivate These Mindsets‘, ‘The Path to Better Product Decisions‘, and ‘Stop Validating & Start Co-Creating‘. They made me think about the function and discipline of Product Management and whether it’s definition is too fixed, not defined well enough, or the kind of role that should be in continuous discovery to figure out how it solves the right organisational problems within a range of scope.
The Computer for the 21st Century
Mark Weiser wrote The Computer for the 21st Century thirty years ago. In it he predicts the success of wearable tech as a means of collecting and presenting data, and explains why Virtual Reality never really took off. His premise is that in order for computers to be fully adopted they need to become unnoticeable, to “weave themselves into the fabric of everyday life until they are indistinguishable from it.”. Virtual reality takes people into the computer’s world rather than the computer coming into our world, so for all it’s usefulness it can never be as widely used as wearable devices which as easy to forget about but continue to do their computational work. Why does it matter? If he’s right, then maybe the idea serves as a guide for new and emerging technologies such as Voice, automated vehicles, blockchain, etc., and our adoption and response to it. The more a technologies blends into everyday life, the more it we be adopted.
Skills for the 21st Century
Online courses that that teach how to do something, e.g., take notes, write, produce newsletters, etc., are great but really what we need is learning opportunities for developing the top twenty skills for the 21st century.
- Judgment and Decision Making
- Fluency of Ideas
- Active Learning
- Learning Strategies
- Systems Evaluation
- Deductive Reasoning
- Complex Problem Solving
- Systems Analysis
- Critical Thinking
- Education and Training
- Management of Personnel Resources
- Inductive Reasoning
- Problem Sensitivity
- Information Ordering
- Active Listening
- Administration and Management
I think there might be a new project in there somewhere to figure out how to learn these kinds of skills…