Some things I did this week:
I’ve been working on digital safeguarding, which like so many digital things, is a little about the technology and a lot about the attitudes, assumptions, behaviours and expectations of people. A big part of the shift in mindset is to understand that people behave differently online than they do in real life due to the online disinhibition effect and moving from ‘assumed safety’ which comes naturally to us when we’re in groups in real-life, to ‘assumed risk’ which helps put us on our guard when in digital spaces. Digital safeguarding needs technology, training, policy and practice as part of the solution but the mindset stuff underpins all of that, and can’t be successful without it. Wider than safeguarding, the digital mindset seems like the big gap in the digital transformation. Living in an online world but using the thinking we learned in the real world causes such a lack of awareness and understanding about how that online world operates.
And then The Catalyst launched DigiSafe, which has some really helpful guidance (and is cool because it’s in Gitbook). I don’t want to seem like I’m bashing it because I think it’s a really good resource for charities but I feel like it falls into the ‘digital is just another channel’ trap and implies that safeguarding on the web can be approached in the same way as safeguarding in real life without taking account of the behaviour change that happens online and the scale and complexity of it. I worry it would be easy for charities to become complacent because they have a policy in place and have had some training.
I’ve been doing some work to support teams and users new to Teams. It’s been really useful to see the challenges people have with using a new product so I hope I get to do more of it, and it was interesting to see where other organisations are in rolling out Teams. I think I’m starting to understand how Teams and all the infrastructure behind it is such a different product to the likes of Word and Excel, and is on a whole other level of complexity.
Defining product experience
I’ve been working on a way to quickly and iteratively develop and capture the understanding of people from different teams with different skills and perspectives as we define new products. One of the problems I see is that people produce good work which if we could all absorb would help us understand the product better, but that work is scattered across different documents and folders and formats, which means we’re likely to look at it once and not fully absorb it.
So, this process, and the single shared document that we work in, structures and records our understanding. It uses five layers with progressively finer fidelity of understanding. The first layer helps to paint the big picture about ‘why’ we should be building this new product. The second layer is ‘who’ we are building it for. That breaks down into ‘what’ those users want. The even more detailed level describes ‘how’ we are going to do it. And ‘when’ introduces an element of time and knits all the parts together to create the entire product experience.
We’ve had people from different teams working together in a single shared document, using calls to discuss things quickly, chat to discuss things together, and comments in the document to raise questions that we should answer later. People join in when they are available and drop out when they have other things to do but the work flows on.
It’s an interesting way of working synchronously and asynchronously, and it provides an undercurrent of shifting the focus away from hierarchical decision-making structures towards collaborative decision-evolving. Where there is uncertainty we have lots of activity as people work through questions, and as certainty emerges the activity reduces to the point where no more changes are being made because everyone feels settled on their understanding and how it is expressed. This is what I mean by decision-evolving, rather than someone working in isolation to create a document that is reviewed and approved by a single decision-maker.
I’m going to blog about it at some point.
I’m on the waitlist for YourStack, where people post about what products they use. I’m not quite sure why it exists yet but I’m keen to see if it can be part of my thinking about opening my workflows so I guess I’ll see once the 17,193 people who are ahead of me on the waitlist have been given access.
This week I studied:
Revising previous lectures
No lecture this week, exams in a couple of weeks, and then I’ll have finished the first year of my masters. I’ve really enjoyed learning so much but I’m also looking forward to not having the added pressure of lectures, reading, assignments, etc. for a few months.
I thought about this week:
A platform business model for a charity
I realised where I’ve been going wrong in my thinking about platform business models for charities for the past couple of years. I’ve been trying to see it at the level of how products and services, or various functions like fundraising and volunteering, interact, but that is too close to the reality of an operating model in order to really understand how a platform business model would change how all those things work. The platform business model needed a deeper layer of abstraction.
The model describes how data, information and knowledge flow through an organisation so that value is added by turning data into information and information into knowledge, and how if any part of the system experiences an increase it drives an increase in the entire system. It utilises internet-era thinking including the law of increasing returns, network effects, and positive feedback loops. The opposite model of a pipeline drives value in one direction which makes it really difficult for a change in a later part of the pipeline to affect anything earlier (in fact there is maths to prove it).
I started a blog post about it but I couldn’t figure how to structure the post in a way that would make sense. But I do intend to finish it some time soon and explain what I’m talking about in much more detail.
I tried to hold daily standups with myself in order to be clear with myself what I’m focusing on but it didn’t go very well. I only remembered to do it once and even then I didn’t do the things I told myself I was going to.
I haven’t used my workflow Trello board very much this week because I haven’t had time to do very much of this kind of work.
I’m keen to keep trying to improve how I do this kind of work to achieve the right balance between inputs (reading books, listening to podcasts, etc.), processing (thinking and making notes about the inputs to improve my learning and understanding), and outputs (writing blog posts, improving my digital practice. And eventually to think more about a model for platform-ising my workflow.
When bad stuff happens in the real world, things like bereavement, debt or mental health crisis there are charities to turn to for help. What about when bad stuff happens online? Stuff like identity theft, online reputation damage, fraud and financial theft, and inaccurate personal data affecting life opportunities like getting a mortgage. I wonder when we’ll see a digital–first charity that supports people affected by things that happen online?
How employers see digital skills
Perhaps now as never before it’s actually conceivable that a child could go through their entire education digitally; that is, never having sat in a classroom with other children, never having attended a lecture in person, and never having had any work experience outside of their home. But they could have still learned lots of very useful skills. I wonder how potential employers would look upon this person. Would they consider them as employable as someone who did go to school, go to university, and get experience in an actual workplace?
Think global, act individually
I wondered what, as an individual, I could do to contribute to the seventeen Sustainable Development Goals? With things like ‘No poverty’ and ‘Clean water and sanitation’ the goals seem like such big things, which of course they need to be, but what if individuals could contribute to them? The GoodLifeGoals website and Pack of Actions include some suggestions around educating ourselves about the cause of poverty and buying from ethical companies, for example, which is a really useful start. I want to spend some time figuring out how I might align my life and the choices I make with the goals and perhaps how they can provide some kind of ‘framework’ (for want of a better word) for what a good life looks like in practice.
Some people tweeted:
The Good Service Scale
A few people tweeted about Lou Downe’s Good Service Scale, which looks like a really interesting way to assess services. I wonder if there is a way to rephrase and reframe the questions to be able to ask the service users what they think and compare to what the people from within the organisation
Brianne Kimmel asked “What has been the most impactful book, blog post or podcast episode for your personal growth?” and received hundreds of answers, which one day I’ll add to my reading list.
Change is an air war and a ground war
Jason Yip tweeted about his preferred models and strategies for facilitating large-scale change. It contains a lot to think about.
This week I did some stuff…
I’ve been working how we can use Microsoft Teams to facilitate online mentoring. Fundamentally, Teams is built as an enterprise collaboration platform with certain assumptions built-in, things such as everyone in the organisation knowing who each other is, which don’t always meet the needs of mentoring where safeguarding and privacy is really important. Our challenge is that Teams is the tool we have, and we won’t let not having the right tool stop us from enabling mentors to support young people, so we have to find ways to make it work.
One of the things I like about my role is that I get to do a lot of zooming-in and zooming-out, so I move my thinking from almost philosophical ponderings about the value young people get from one-to-one mentoring to the technical details of how Teams handles permissions for certain types of users, and the organisational stance on safeguarding and the volunteers experience of using Teams in between. I think finding the best solution to a problem comes from being able to hold all those different and sometimes conflicting perspectives and figuring out which parts trade-off against which other parts.
Teachers using Teams
Microsoft wants to get Teams into 27,000 schools across the UK. Lots of people don’t like MS Teams, and it certainly has its product peculiarities, especially if you are used to ‘one-product-one-function’ approach like using Slack for messaging, but Teams is a far more complex product, and I wonder if the hate comes from not taking the time to learn how it works and how to use it. I’m sure this is something all those teachers will go through as more schools introduce Teams.
If the schools had good IT people to teach the teachers, or if Microsoft provided really good onboarding, then Teams would make a huge impact on digitising schools, but I worry that it’ll come up against the same old problem of expecting the tech to solve/change everything and not do enough for the people using the tech. When Teams is used as part of an ecosystem with other MS products it could take a huge chunk of what schools do onto the internet. Teams and Sharepoint could be a far more effective intranet than lots of companies have. Timetables could be managed in Shifts. All school work could be done within documents in Teams, allowing teachers to provide fast feedback and students to iterate on their work. Lessons delivered via video could be recorded so that students can watch them again later if they missed anything or was absent. Chat between students and teachers would be secure and monitored for safeguarding issues. There are so many benefits schools could get from Teams and I can see a future of education where location is irrelevant and rather than attending a school because they live near it, students will attend ‘the school’ because it will be the one and only online education platform.
Anyway, back to real life. We’re using Sharepoint to build a content repository for teachers working with young people outside of mainstream education. Sharepoint can be used to produce some quite interesting public facing websites, but the question of whether Teams is the right frontend is an interesting one. On one hand, if teachers are using Teams in their school then they will be familiar with how it works and can switch accounts to access our content easily. One the other hand, it doesn’t look like a marketable product and something that will encourage adoption, especially if teachers have had a bad experience with their Teams. So, as with so many product decisions, deciding what to make trade-offs between is part of the challenge.
I’ve become a bit obsessed with cookies (the website tracking files, not the confectionery) and how websites handle them. GDPR and the ICO say users should be given the choice about whether to accept non-essential cookies (those used for analytics, advertising, etc.) but the vast majority of websites don’t do this. I think it’s an interesting moral choice; should you respect your visitors enough to not track them without their permission, or as you own the website should you be able to implement things that work for your business objectives?
It makes me think back to my old ‘hierarchy of compliance’ that says comply with laws first, e.g. GDPR, then industry specific regulations e.g. PCI-DSS, then your organisation’s policies, e.g. security, then your organisation’s procedures and practices. Should morals be first and above laws, or does it belong alongside every layer?
Browsers don’t differentiate between essential and non-essential cookies. If you block them all, some stuff on the site won’t work, and then you have to allow all cookies again. Browser controls are too blunt a tool. When Chrome shows that cookies are blocked on a page it uses a red square with an X in it, the universal sign for something bad or wrong. Interesting, but not surprising that Chrome tries to signal to us that blocking cookies is bad given Google advertising business model.
But the Cookiepocalypse is coming. Before too long cookies won’t be a means of tracking users on a website. Some browsers block third-party cookies by default already. And Google looks like it’ll follow suit in time, but probably not before they’ve introduced a means to track users without cookies and so lock-in websites to using Google Analytics.
There’s so much to those little cookies, if I get time I’d like to write up all the stuff I’ve learned.
I wrote some more for my Whiteboard product user guide, and tested how formatting in Google Docs renders as an ePub file. I’m keen to make my little shop of user guides the next project I put my time into after I’ve finished this term for my masters.
I’ve also started thinking about how this might evolve into online courses for using products more effectively, and how a course could be delivered by email, perhaps with a button in the email that triggers the next part of the course so that learners can control their own pace.
And studied some stuff…
Reinforcing business design decisions
An effective business model is made up of “business design choices that reinforce one another” (Osterwalder, 2005). This week’s lecture was about business models. Something that lots of people talk about and very few can explain. I like Osterwalder’s definition. It helps us understand that a business model isn’t a finished, discrete thing that exists ‘over there’, but actually is made up of lots of choices that in order to be successful need to reinforce each other. Lots of organisations, that probably don’t do enough business model thinking, seem to make choices that have them competing internally or one department requiring a level of support from another department that they don’t have the skills or people to do. A business with a good business model makes choices that makes the parts work together.
There are no rational agents
I listened to the recording of last week’s lecture about the nature of digital goods. It was about the nature of different types of goods and how defining them along the lines of excludability and rivalrousness leads to four types of goods: Private, which are things that a person can own and so prevent another from using and can only be used by one person at a time, e.g. a car, Public, such as street lighting which anyone can use and using it doesn’t stop anyone else from using it, Common-pool resources, which anyone can use but if they are that prevents anyone else from using them, and Club goods, like television which requires particular access and you watching a show doesn’t prevent anyone else from also watching it. It’s a bit of a revelation to me to think about the model for providing a product or service being driven at the micro level from the nature of the goods themselves and not from the marco level of whether the government or the commercial sector should provide it. Internet access (see Cassie’s tweet below) is an interesting example of this. Currently my access to the internet is somewhere between a private good and a club good, because I can prevent anyone else from using it, and has some technical limitations on how many people can all use it at the same time. To shift internet access to being a public good would require tackling the technical limitations that then mean everyone could access the internet and no one accessing it prevents anyone else from accessing.
As lectures this term have been digital, starting as video meetings with the lecturer presenting the slides and moving to recorded lectures for pre-watching and then group exercises and discussions over video calls, it has made me consider the format of lectures as a means of providing information. I got a lot more out of listening to the recording of the lecture and listening live, perhaps because the lecturer was more focused. Lectures often seem to have tensions between providing information because it’s part of the curriculum, providing some context and real-life examples to aid with learning, but not biasing the content. I have to sometimes remind myself not to get lost in exploring ideas.
The economics says that Public Goods shouldn’t work because a rational agent should free ride as they get all the benefits without any of the costs, but people aren’t rational agents they are social creatures which is why we have Public Goods paid for indirectly through taxes.
Bigger and better
Worked on my analysis of Shopify’s business model, digital product offering and pricing strategy. Shopify announced its partnership with Facebook and their stock price jumped up. I saw a tweet that said investing in Shopify after their IPO would have given you better returns than investing when they were at Series A funding, which is usually not the way those things work, and perhaps shows . Anyway, it’s been interesting to work on something that feels so ‘now’ but still uses economic thinking from the seventies.
And thought about a few things…
The business of charity
Over the years there have been a few occurrences of business people thinking they can apply business thinking and techniques to make charities work more efficiently. It never works because charities are obviously different to businesses in lots of ways. Having been thinking about the nature of economic goods I wondered whether part of the reason for this misunderstanding is that the nature of the services charities provide are excludable and rival, like many commercial services. Being excludable means the services provided by a charity aren’t available equally to everyone, and being rivalrous means that if the service is already being used by someone it can’t be used by anyone else.
In contrast, a service that is non-excludable and non-rivalrous (the classic examples are lighthouses and streetlights) can be used openly by anyone regardless of whether anyone else is also using it. So I started thinking about how charity services could be public goods. The closest example I could think of was Citizens Advice, whose services are available to anyone via their website. They came from, and still have a rivalrous & excludable aspect in the face-to-face advice sessions that they provide, and I’m not suggesting that any charity should get rid of the face-to-face work they do if its meeting a need, but most service delivery charities haven’t figured how to make the shift, and arguably because most charities tackle issues that affect a small segment of society, but it’s interesting to think about the thinking of how they would scale services as public goods if they need to.
I’ve got into email newsletters lately. Email, and so email newsletters seem to be making a come back. The idea that web messaging was going to kill email didn’t happen, instead email evolved, and I think for the better. I’ve mentioned before the trend of emails becoming more like an editable document that passes between people, so that’s one trend of improvement. The other trend is in improving how people use email, something hey.com is working on solving. And then the third trend is in the quality of content that utilises email’s unique features. Emails aren’t limited in size like a tweet, and can either contain all the content for the reader or links to more content. They can be read at a time that suits you and are easier to find later if you want to go back to something interesting.
Email newsletters are also a great means of building an audience as even if you took a no-tracking approach you’d still know how many people are sign-up to receive your newsletter. If email could solve the problem of being able to select which content you want to read before you get it (usually informational products problem) then I would definitely rather have the ‘our content/thoughts/opinions sent to me’ approach rather than ‘we put our content on our website and expect you to find it if you search hard enough. Also, an idea for a product, imagine getting search results by email rather than websites. Describe in greater detail what you are actually looking for and get a high-quality curated list of links emailed to you for you to read at any time. That’s pretty much how I search for things, it’s just that I do the work of copy-and-pasting into my notes.
And some people tweeted…
Internet for everyone
Cassie Robinson tweeted, “Digital infrastructure should be considered a vital 21st century public good “We need to build a digital landscape that provides world-class connection to all, is sustainable, privacy-enhancing, rights-preserving, innovative & democratic by design.” Having studied public, private & club goods, and common-pool resources, it makes sense to me that access to the internet should be a public good (in the economic sense) that is available to everyone. If Raymond Coase was right when he wrote The Lighthouse Economics then existing purely for the good of society is enough of a justification for making a good public, and it would be hard to argue that internet access isn’t good for everyone.
Limiting meetings in progress
Woody Zull tweeted “Heuristic: If you spend “too much time in meetings”, it is likely that you have too much work in process. Limit WIP for a week and see how it affects your meeting time. Adjust accordingly.” ~@duarte_vasco
One of the replies to the tweet was about how many problems vanish when work in progress is reduced. I think this is because it reduces complexity across the whole system of work rather than just allowing individuals to focus more.
The Verge tweeted ”Microsoft’s new Fluid Office document is Google Docs on steroids”. Microsoft is getting into blocks in a similar way to tools like Notion, where a document (if there will even be such a discrete object in the future of work tools) is made up of lots of blocks from different sources that pull content and functionality into the ‘document’ you are working on.
I think it’s another step in the journey of information moving from being centralied to be decentralised and distributed in an internet-y way, and the next step will be in how content is made discoverable to pull into a document, so the author doesn’t have to write original content that becomes locked into the document if someone else has already written it or the data is already available. Rather than having to go and find last year’s sales data and create a chart to then create an image to be embedded in the document, you would import the live data into the document and the chart would be up-to-date in real time.