Weeknotes 384
This week I did:
Lots of stuff
Including:
- Content design for campaign landing pages.
- Started planning some work to increase organic search traffic.
- Discussed a partnership agreement to cover intellectual property rights and exclusivity.
- Post-mortem for a recent issue.
- Set up a dashboard for reporting on KPI’s.
- Chatted about team harmony, what gets in the way, and what we can do to make things better.
- Talked about the difficulties of doing what a role should be vs. what the organisation needs.
Productivity
Completed 63 tasks, averaging 12.6 a day (over 5 days as I did a couple of things on my day off, over 4 full working days it’s 60 tasks, 15 a day).
This week I hit 1000 completed tasks since I started tracking in August. 21 December will be my hundredth day of tracking so I might write another blog post about it, especially how hard it is to set time-bound goals.
Stampede
On my day off I went to Longleat Safari Park. We were the last one’s in so pretty much had the place to ourselves. The best bit was watching a caravan of camels running at us with wild-eyed glares and humps wobbling side-to-side. Haven’t laughed that much in a long time.
I read:
Do Personas block Systemic Change?
Yes, they do. Anything that focuses on the individual blocks the real change we need, changing our perception human beings being the apex species and individuals as the fundamental unit of society (of course, when we say individual we almost always mean able-bodied, European male).
Do you really need a repository?
No, you don’t. Managing information in libraries, which need proactive administration to maintain the system, is 20th century thinking. It’s the 21st century. Information should be managed in a web of interconnected but independent locations.
The limits of psychological safety: Nonlinear relationships with performance
This article suggests that “high levels of psychological safety climate can actually harm the performance of routine tasks.”
EU Artificial Intelligence Act
The EU AI Act and A European Strategy for Artificial Intelligence.
And I thought:
A rough set of frameworks for product management
Mental models for product management:
- Resource-based view of the firm – For figuring out how to create a competitive advantage using the available skills, knowledge, etc., in ways that are valuable (improve efficiency and effectiveness) and rare (not available to competitors), and maintain that advantage by ensuring the resources are non-imitable (not easily implemented by others) and non-substitutable (not able to be replaced by some other non-rare resource).
- Cynefin – For understanding the space you’re operating in and deciding how to approach the work (mostly agile or lean).
- Agile – For working in emergent domains that need fast feedback loops for learning and course correcting.
- Lean – For working in complicated domains that need to identify and remove barriers.
- Teaming – For thinking about how teams can work well together as part of a learning organisation when they face constant change.
- Value proposition canvas – For thinking through and communicating what assumptions you have about users and what they’ll get from the product.
- IOOAI – For agreeing what a product or service seeks to achieve and what it needs to do that.
- User journey map – For understanding what a user will do when using a product.
Every organisation is an AI organisation, they just don’t know it yet
If your understanding about how people will interact with and get value from your organisation isn’t being challenged and changing quickly, then you don’t yet know you’re an AI organisation.
If your workforce and skill development planning doesn’t include moving to fewer, more highly paid people (Goldin and Katz wrote about the association between introducing technology and increasing employee’s skills and wages in 1998), then you don’t yet know you’re an AI organisation.
If your data strategy doesn’t include massive machine-learning data-sets, then you don’t yet know you’re an AI organisation.