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WCAG & ADA Compliance

UserWay's solutions provide full WCAG & ADA compliance from day one, and every single day thereafter.

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Protect your website from accessibility-related lawsuits with the world's strongest automated solution for accessibility.

Enhanced Usability & UI/UX

Accessibility sets your website apart and showcases your commitment to inclusion - all while boosting SEO, search rankings, conversions and your bottom line.

Fortune 1000 Company

After a Fortune 1000 Company faced lawsuits due to accessibility problems on its website, it contacted UserWay for fast, automated, AI-powered remediation.

Fool.com

The Motley Fool invested significant time and resource in updating its websites to meet ADA standards through manual work and dev resources. UserWay simplified the process.

CMSMax

CMS Max was looking for an ADA-compliant accessibility solution that would be easy to implement across the 2000 websites it hosts. UserWay met the challenge.

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UserWay's solutions provide full WCAG & ADA compliance from day one, and every single day thereafter. Protect your website from accessibility-related lawsuits with the world's strongest automated solution for accessibility. Accessibility sets your website apart and showcases your commitment to inclusion - all while boosting SEO, search rankings, conversions and your bottom line.

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Excalidraw - Collaborative whiteboarding made easy

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Excalidraw is a virtual collaborative whiteboard tool that lets you easily sketch diagrams that have a hand-drawn feel to them.

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SingularityU Brazil - Junte-se as mentes mais brilhantes do mundo.

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A SingularityU Brazil reúne as mentes mais brilhantes e as capacita para criar um futuro abundante por meio da aplicação de tecnologias exponenciais.

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The context: what are publishers dealing with?

Willingness to pay: 52% of GenZ consumers say they look elsewhere for news content when encountering a paywall. So, while younger adults may believe it's fair for news organizations to charge fees, they also appear to think it's fair game to try to evade those fees by seeking similar content elsewhere.

Time and attention: About half of young audiences (47%) say they pay attention to the way certain products try to keep them engaged, 27% try to set limits on the time they spend online, and 23% use apps or settings to track their time

Subscription fatigue and money: Nearly two-thirds of millennial and Gen-Z consumers have canceled a streaming subscription in the prior six months. And their loyalty is conditional, they have adopted subscription-hoping - they would pay for a subscription only when they want to use it and then they would cancel it until next time. News subs are first to cancel when a crisis comes.

While 36% of Gen Z adults and millennials said they pay for at least one online news subscription, that figure was just 16% for Gen Xers and baby boomers.

Ok, but in practice, how can we make young audiences trust, consume and pay for what we do, again and again and again?

Looking at what other brands are doing to attract young audiences, and how the publishing industry can achieve the same

- Klarna and the buy-now, pay-later revolution

This emanation of paying in installments will have a nuclear impact on ecommerce,

including on how the media monetize their content.

Aside from making products and services feel more affordable, BNPL (buy now, pay later) options appear on different points in the purchase flow - they're risk-free, clear, and fun. What's more, Klarna in particular, with its impressive take on marketing and a creative appropriation of one of the most sought after traits for digital products (being "smooth to use"), is literally making BNPL not only easy and obvious, but also cool.

Takeaways:

Review your payment methods and the order of presenting the options in respective channels. Is credit card the best one to present for users coming from social?

Are your trials stress and risk-free according to the youth? Adopt innovative, stress-free and widely recognized means of payment popular among your target group as fast as possible - even their logo may reduce friction. Don't assume your audience wouldn't need it.

- Dating apps

Modern dating is getting more nuanced and people can choose from various options that suit their lifestyle, personality, privacy needs and interests. From apps considered to be for hookups to those designed to "be your last" dating app, most of them have perfected search and recommendation engines, making them playful, rewarding and thus a new ritual. But the real shift is coming from Gen Z's higher expectations in terms of safety and authenticity. Decision fatigue and endless matching is also a source of frustration.

Takeaways:

Content Discovery: dating apps simplify the process of finding potential matches. Media publishers can enhance content discovery by implementing effective search and recommendation systems.

Playfulness in UX: swiping, advanced liking (in Hinge, users can like specific parts of the profile which engages actions beyond just swiping), sense of urgency in reacting.

Gamification elements e.g. rewarding and publishing best comments.

- Spotify's flywheel

Don't give up on podcasts! Many stereotypes have grown around the attention span of today's youth. However, according to Insider, despite the trend of multitasking while consuming content, a surprising 82% of Gen Z listeners have reported listening to podcasts without doing anything else.

Takeaways:

As for acquisition, strategies vary. A quality podcast may work great both as a attention-grabber or a part of paid experience, however since media brands are less exciting for the youth, we would suggest putting them at the top of the funnel and publishing them for free, making sure that, for example, the benefits of your membership or subscription are presented there in a engaging way (we love promotional audio spots in Vox Media's podcasts).

As for retention, Spotify Wrapped is a top example of mastering the flywheel effect, while at the same making the whole communication personal, participatory and fun.

- Zalando

At the heart of Zalando's strategy is a Digital Native Approach. Born in the digital era, Zalando is naturally attuned to cater to Gen Z, a generation that thrives online. This goes hand in hand with their Mobile First strategy.

Takeaways:

Innovative Monetization Models: Move beyond the standard subscription. Think of tiered access, content bundles, or even partnerships with brands Gen Z loves. Get inspired by how Zalando partners with brands for exclusive collections

Foster a Community: Encourage Gen Z to not just consume news but participate in its making. Host open editorial meetings, seek story suggestions, or run collaborative projects

"In a nutshell, it's about embracing the holistic digital experience, weaving narratives that resonate, and building trust through transparency and engagement. The essence is not to chase Gen Z but to evolve with them, much like Zalando's approach to fashion."

- TikTok

The fact that, for increasingly more people, TikTok makes up the majority of readers' information diet is putting media outlets in a problematic place. In 2023, 21% of internet users worldwide use TikTok. What stands out is how the bite-size content formats combined with TikTok's hyper-personalized feed, prompt people to repeat the same action to keep getting constant gratification. Thus making users consume much more than on any other platform during one visit. It works as any other addiction.

TikTok is what you want it to be. The platform functions as an umbrella for an uncountable number of micro-communities.
Takeaways:
Out of tons of insights and inspirations to get from TikTok, let's highlight two: #Booktok and #lifehacks (beyond the need for producing TikTok-friendly content by your brand).

Few things bond better than gratitude and sharing. Another wave that media can successfully jump on are lifehacks in virtually every category, from cooking, health, cleaning to investing and job interviews.

- Roblox

Roblox is an immersive online platform where users can create, play, and share games and experiences. It offers a vast array of user-generated content, fosters social interaction, and provides a creative outlet for users, particularly Generation Z. With its accessibility, community-driven nature, and continuous updates, Roblox has become a popular hub for virtual adventures and social connections.

Roblox has an impressive user base (with 66 million daily active users in the US, surpassing TikTok's 50 million), but their engagement is also remarkable. Users spend a substantial amount of time on the platform, averaging 2.6 hours per day.

Takeaways:

Gamified content distribution: Gamify the distribution of your content by turning it into interactive games or quests. Users can unlock exclusive content or rewards by engaging with your content in a fun and interactive way.

Interactive content curation: Instead of simply curating content, create interactive experiences where users can explore curated content in a gamified or interactive format. This could involve quizzes, challenges, or interactive elements that allow users to engage with the curated content in a more immersive way.

Also to keep an eye on...

There are no shortcuts in the gen Z journey, but you can take an effective path from awareness to purchase:

The checklist to create a top-notch product for your unique content:

Personalization: Assess the level of personalization in content recommendations and user experiences.

Accessibility: Evaluate if the product follows accessibility guidelines, making the content accessible to users with disabilities.

Mobile-Friendly Design: Ensure that the platform is optimized for mobile devices.

Content Curation: Curate and personalize content recommendations based on user preferences and behavior.

User-Generated Content: Determine if the platform encourages and showcases user-generated content.

Social Media Integration: Verify if the product integrates with popular social media platforms.

Diverse Content: Ensure that the medium offers a variety of content formats, including articles, videos, podcasts, and interactive elements.

Social Issues: Evaluate if the content addresses social issues and promotes causes that resonate with Generation Z's values and interests.

Easy Navigation: Check the product navigation structure to ensure intuitive and user-friendly navigation.

Feedback: Allow Generation Z to provide feedback, engage in discussions, and interact with content creators and community.

Privacy and Security: Verify that the product prioritizes user privacy and implements robust security measures.

Analytics: Use tools to gather data and insights on user behavior and preferences, enabling continuous improvement and better targeting.

Subscription Model: Offer a subscription model that includes both freemium content and exclusive premium content

> Download the full report for free here

The authors of the report:

Danuta Bregula, Brand & Subscription Strategist - "Totally hyped about branding with experience in both news and lifestyle media landscapes, steering subscription enterprises and spearheading digital marketing initiatives. Plus, a trained service designer."

Liesbeth Nizet, Business Transformation Strategist - "The go-to for long term monetization of (news) subscriptions driven by a profound passion for trustworthy media. Empowering (female) leaders to (re)create sustainable, diverse and profitable news and subscription organizations."

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How publishers can grow with the youth: takeaways from the Valuable Young Audiences report

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What other brands are doing to attract young audiences, and how the publishing industry can achieve the same

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Create professional videos using just a still image with text or audio powered by AI.

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FounderPal - Marketing Tools for Solopreneurs Who Hate Marketing

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Covering Marketing strategy, target audience, marketing ideas. Spend less time - get better results. AI will do the heavy lifting for you.

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When you visit websites, they may store or retrieve data in your browser. This storage is often necessary for the basic functionality of the website. The storage may be used for marketing, analytics, and personalization of the site, such as storing your preferences. Privacy is important to us, so you have the option of disabling certain types of storage that may not be necessary for the basic functioning of the website. Blocking categories may impact your experience on the website.

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Thunkable: Best no code app builder | No code app creation

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Thunkable is the most powerful mobile app development platform that allows anyone to create an app without needing to know how to code.

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Artificial Intelligence built for newsletter operators - features - beehiiv

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Work smarter, not harder with our suite of AI tools. Specifically built for newsletter operators.

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A collection of psychological biases, design principles and UX concepts that affect the product experience.

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FunRetrospectives | Have fun, learn from the past and prepare for the future!

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Have fun, learn from the past and prepare for the future!

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Atlassian Team Playbook - Build strong teams with Plays

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Plays are free workshop resources for addressing common team challenges and starting important conversations.

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"Friday is the easiest way to stay connected and aware of what's going on. It neatly complements Slack and helps create predictable flows of communication, which means fewer meetings and distractions."

Friday is the easiest way to stay connected and aware of what's going on. It neatly complements Slack and helps create predictable flows of communication, which means fewer meetings and distractions.

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"Friday is the easiest way to stay connected and aware of what's going on. It neatly complements Slack and helps create predictable flows of communication, which means fewer meetings and distractions." Friday is the easiest way to stay connected and aware of what's going on.

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Read writing from Michael Margolis on Medium. UX Research Partner at GV (fka Google Ventures). Advising, teaching, and conducting practical research for hundreds of startups since 2010.

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A forma de fazer negócio, os hábitos das pessoas e a maneira de interagir com elas mudou. O digital está nas mãos do usuário hiperconectado a qualquer hora e lugar. Colocar o digital no topo das prioridades é definir quão relevante a empresa será, em uma era que tem como protagonista a velocidade.

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Noun Project: Free Icons & Stock Photos for Everything

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Noun Project has the most diverse collection of free icons and stock photos. Download SVG and PNG. Over 5 million art-quality icons and free photos.

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Writesonic - Best AI Writer, Copywriting & Paraphrasing Tool

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Writesonic is an AI writer that creates SEO-friendly content for blogs, Facebook ads, Google ads, and Shopify for free. Our paraphrasing tool lets you rephrase entire articles instantly.

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Núcleo de Empreendedorismo da USP on Notion

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<aside> 👋🏽 Bem-vindo e bem-vinda à biblioteca de conteúdos sobre empreendedorismo recomendados pelo NEU. Nossa missão é fomentar a cultura de empreendedorismo de startups dentro da USP, ajudando você a empreender ou trabalhar em uma startup. Por isso, organizamos esta biblioteca para ajudar você a entender mais sobre esse assunto. Compartilhe com colegas interessados em empreendedorismo!

</aside>

Quer comentar algo, deixar alguma sugestão? Legal! Deixe seu feedback aqui nesse formulário (2 minutos) e concorra em um sorteio.

Coursera

O NEU, em parceria com a pró-reitoria da Universidade de São Paulo - USP, desenvolveu 6 cursos gratuitos para lhe introduzir assuntos importantes e capacitá-lo em skills necessárias para o mercado de trabalho. Acesse o link abaixo e fique por dentro dos assuntos tratados em cada curso!

Mural de cursos disponíveis do NEU no Coursera
NEU's Library

O NEU semanalmente atualiza suas listas de conteúdos, mas muitas vezes os nossos usuários sentem dificuldade de encontrar um conteúdo específico a partir de um tema. Pensando nisso, desenvolvemos a NEU's Library, uma página em que é possível pesquisar conteúdos diversos a partir de temas. Aproveite!

NEU's Library
Veja Mais
Podcasts Recomendados Playlist para Calouros USP Pré-Aceleração Online Assine a newsletter do NEU e receba quinzenalmente as atualizações dessa biblioteca, além de conteúdos, muitas oportunidades e eventos para estudantes interessados em startups.

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Bem-vindo e bem-vinda à biblioteca de conteúdos sobre empreendedorismo recomendados pelo NEU. Nossa missão é fomentar a cultura de empreendedorismo de startups dentro da USP, ajudando você a empreender ou trabalhar em uma startup. Por isso, organizamos esta biblioteca para ajudar você a entender mais sobre esse assunto.

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Similar images, subjects, art style, artists, color pallettes

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Get started and familiar with using Notion with free Notion templates. From simple habit trackers to project management templates, we have you covered.

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Nós amamos newsletters. Nesta página você tem uma curadoria manual e cuidadosa de newsletters brasileiras gratuitas.

A planilha das newsletters é dinâmica, ou seja, pode ser filtrada e ordenada por diversos parâmetros. Ela é melhor visualizada em telas grandes (notebook, tablet); de qualquer modo, funciona em celulares também. Para incluir a sua newsletter, siga as orientações após a lista.

Vídeos úteis: como usar a planilha abaixo; como organizar newsletters no seu e-mail.

Como colocar minha newsletter aí?

Envie um e-mail para [email protected] com os dados necessários (os itens das colunas da planilha). Para ser aceita, uma newsletter precisa:

Ser mantida por brasileiros e escrita em português;

Ser escrita manualmente, ou seja, não vale automações ou listas de links;

Ser gratuita (mesmo que parcialmente);

Não ser publicada por empresas (com exceção de jornais/empresas de mídia); e

Ter publicado no mínimo cinco edições ou estar no ar há pelo menos três meses.

Atenção: reservo-me o direito de negar a inclusão de qualquer newsletter.

Se a sua newsletter está na tabela e você quer complementar ou corrigir alguma informação, o caminho é o mesmo - e-mail.

Encontrou alguma coisa fora do lugar ou errada? E-mail.

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Nós amamos newsletters. Nesta página você tem uma curadoria manual e cuidadosa de newsletters brasileiras gratuitas. A planilha das newsletters é dinâmica, ou seja, pode ser filtrada e ordenada por diversos parâmetros. Ela é melhor visualizada em telas grandes (notebook, tablet); de qualquer modo

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Com Jarbas, equipes superam os bloqueios criativos e criam conteúdos surpreendentes, 10x mais rápido com IA.

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Growth.Design - Better Products, Better Growth.

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Level up your product skills with bite-sized tips. Learn the growth & design strategies used by the top product companies in the world.

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John Long on LinkedIn: Six ways to build your brand with performance marketing. | 255 comments

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I think "brand awareness" vs. "performance" is a false choice: best-in-class performance marketing builds brands. So as agencies and brands consider their… | 255 comments on LinkedIn

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<aside> 📚 Eu sempre fui apaixonada por ler. Carrego um livro comigo embaixo do braço desde que me conheço por gente, e a sensação de uma história tão boa que você não consegue largar nem para dormir é uma das minhas favoritas no mundo.

</aside>

<aside> ♥️ Dedico este espaço e todas essas recomendações àqueles que, assim como eu, buscam nos livros companhia e conselho, além de desenvolvimento pessoal e profissional.

</aside>

<aside> 👩🏻‍💻 Curadoria por Beatriz Guarezi, criadora da Bits to Brands, uma newsletter semanal com tendências de comportamento e tecnologia para marcas.

</aside>

<aside> 👇 Use os filtros para navegar entre as categorias, ou selecione "Ver Todos" para ver todos os livros da biblioteca. Clique em cada card para ver mais informações sobre o livro :)

</aside>
Biblioteca

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Eu sempre fui apaixonada por ler. Carrego um livro comigo embaixo do braço desde que me conheço por gente, e a sensação de uma história tão boa que você não consegue largar nem para dormir é uma das minhas favoritas no mundo.

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How is the Job Market Shifting Over the Next Decade?

The employment landscape is constantly shifting. While agricultural jobs played a big role in the 19th century, a large portion of U.S. jobs today are in administration, sales, or transportation. So how can job seekers identify the fastest growing jobs of the future?

The U.S. Bureau of Labor Statistics (BLS) projects there will be 11.9 million new jobs created from 2020 to 2030, an overall growth rate of 7.7%. However, some jobs have a growth rate that far exceeds this level. In this graphic, we use BLS data to show the fastest growing jobs-and fastest declining jobs-and how much they each pay.

The Top 20 Fastest Growing Jobs

We used the dataset that excludes occupations with above average cyclical recovery from the COVID-19 pandemic. For example, jobs such as motion picture projectionists, ticket takers, and restaurant cooks were removed. Once these exclusions were made, the resulting list reflects long-term structural growth.

Here are the fastest growing jobs from 2020 to 2030, along with the number of jobs that will be created and the median pay for the position.

Occupation

Percent employment change, 2020-2030P

Numeric employment change, 2020-2030P

Median annual wage, 2020

Wind turbine service technicians have the fastest growth rate, with solar photovoltaic (solar panel) installers taking the third slot. The rapid growth is driven by demand for renewable energy. However, because these are relatively small occupations, the two roles will account for about 11,000 new jobs collectively.

Nine of the top 20 fastest growing jobs are in healthcare or related fields, as the baby boomer population ages and chronic conditions are on the rise. Home health and personal care aides, who assist with routine healthcare tasks such as bathing and feeding, will account for over one million new jobs in the next decade. This will be almost 10% of all new jobs created between 2020 and 2030. Unfortunately, these workers are the lowest paid on the list.

Computer and math-related jobs are also expected to see high growth. The BLS expects strong demand for IT security and software development, partly because of the increase in people that are working from home.

The Top 20 Fastest Declining Jobs

Structural changes in the economy will cause some jobs to decline quite quickly. Here are the top 20 jobs where employment is expected to decline the fastest over the next decade.

Occupation

Percent employment change, 2020-2030P

Numeric employment change, 2020-2030P

Median annual wage, 2020

Eight of the top 20 declining jobs are in office and administrative support. This could be cause for concern, given this category currently makes up almost 13% of employment in the U.S.-the largest of any major category. Jobs involved in the production of goods and services, as well as sales jobs, are also seeing declines.

In all cases, automation is likely the biggest culprit. For example, software that automatically converts audio to text will reduce the need for typists.

While the fastest declining jobs typically fall within the lower salary range, there is one outlier. Nuclear power reactor operators, who earn a salary of over $100,000, will see employment decline at a steep rate of -33%. No new nuclear plants have opened since the 1990s, and nuclear power faces steep competition from renewable energy sources.

Warning: Education Required

As the composition of employment shifts, it eliminates some jobs and creates others. For instance, while production jobs are declining, new opportunities exist for "computer numerically controlled tool programmers." These workers develop programs to control the automated equipment that processes materials.

However, while many of the fastest growing jobs are higher paying, they typically also require advanced education.

Seventeen of the top 20 fastest growing jobs have a median salary higher than $41,950, which is the median salary for all jobs in total. Most also require post-secondary schooling. These opportunities are replacing jobs that only required a high school diploma.

With tuition costs soaring relative to inflation, this could create challenges for displaced workers or young people entering the workforce.

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The Fastest Growing Jobs Over the Next Decade

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The employment landscape is constantly shifting. While agricultural jobs played a big role in the 19th century, a large portion of U.S. jobs today are in administration, sales, or transportation. So how can job seekers identify the fastest growing jobs of the future? The U.S.

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Innovation Accounting: What It Is and How to Get Started

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Innovation Accounting is a way of evaluating progress against innovation objectives in an organization. Download a free exercise from Eric Ries, author of the Lean Startup.

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Renato Galisteu

A Bits é o melhor tipo de leitura: faz pensar e considerar outros olhares sobre temas de marca e conteúdo, sem perder o tom crítico e a visão amplaa melhor referência de conteúdo para quem quem acompanhar como empresas lidam com
de mercado e das oportunidades. É
suas marcas e apresentam suas estratégias.

Bits to Brands traz mais do que apenas informações.uma forma criativa e
O material produzido é
bem construída de apresentar os caminhos
e impactos do marketing e da tecnologia , abordando com muito senso crítico tudo o que existe de mais atual e relevante neste mercado.

Liliane Ferrari

Raríssimas vezes encontrei um olhar tão apurado, com um filtro tão bom para o que acontece e o que realmente importa no mundo das marcas Leio a newsletter para ganhar tempo, é fantástico encontrar tudo reunido a cada edição, com fontes confiáveis e análises inteligentes.

Beatriz Bulhões

A Bits é incomparável. Uma leitura provocativa, com análises inteligentes, curadoria ímpar e conexões relevantes entre estratégia de marcas e tecnologia, abrindo caminhos
para que empresas e profissionais possam mergulhar nesse universo através de um olhar crítico, criativo e atual.

A Bits to Brands é para quem busca ser uma pessoa sempre atualizada dos últimos acontecimentos e tendências mais relevantes para o universo das marcas e da tecnologia.

Seja qual for a sua área ou momento de vida, aqui você vai encontrar inspiração
e reflexão, no equilíbrio ideal entre um conteúdo profundo e especializado,

Aqui nós gostamos
de escrever e entender melhor o mundo - como ele é, e como ele pode ser. A cada semana, analisamos uma tendência.

Uma curadoria com
o que você deve ler naquela semana para se sentir atualizado e trazer novos assuntos para a mesa.

Séries, documentários, palestras, livros, eventos, podcasts.. Dicas de outros formatos de conteúdo para consumir.

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Renato Galisteu A Bits é o melhor tipo de leitura: faz pensar e considerar outros olhares sobre temas de marca e conteúdo, sem perder o tom crítico e a visão amplaa melhor referência de conteúdo para quem quem acompanhar como empresas lidam com de mercado e das oportunidades.

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Dribbble - Discover the World's Top Designers & Creative Professionals

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Find Top Designers & Creative Professionals on Dribbble. We are where designers gain inspiration, feedback, community, and jobs. Your best resource to discover and connect with designers worldwide.

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The basic building blocks of storytelling. Which elements will you recognize?

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I was having coffee with the CEO of a new startup, listening to her puzzle through how to communicate to potential customers. She was an academic on leave from Stanford now selling SAAS software to large companies, but was being inundated with marketing communications advice. "My engineers say our website is old school, and we need to be on Facebook, Twitter and Instagram, my VP of Sales says we're wasting our marketing dollars not targeting the right people and my board keeps giving me their opinions of how we should describe our product and company. How do I sort out what to do?"

She winced as I reminded her that she had gone through the National Science Foundation Innovation Corps. "Painful and invaluable" was her reply. I reminded her that all the Lean tools she learned in class-Customer Discovery, business model and value proposition canvases- contained her answer.

Here's how.
--
Define the Mission of Marketing Communications
Companies often confuse communications tactics ("What should my webpage look like or should I be using Facebook/Instagram/Twitter?") with a strategy. A communications strategy answers the question, "Why are we doing these activities?" For example, our goal could be:

Create demand for our products and drive it into our sales channel

Create awareness of our company and brand for potential customers

Create awareness for fundraising (VC, angels, corporate partners)

Create awareness for potential acquirers of our company

(Marketing communications is a subset of the Marketing department's mission. Read the post about mission and intent here.)

Audience(s), Message, Media, Messenger
Once you figure out why you're creating a communications strategy then you can figure out how to use it. The "how" requires just four steps:

Understand your audience(s)

Craft the message for that specific audience

Select the media you want the message to be read/seen/heard on

Select the messenger you want to carry your message

Step 1: Who's the Audience(s)?
An audience means - who specifically you want your messages to reach. Is it all the people on earth? Everyone in San Francisco? Potential customers such as gamers who like to play specific types of games? Or people inside companies with a specific title, like product or program managers, CIOs, etc? Venture Capitalists who may want to invest? Other companies that may want to acquire you?

What's confusing is that often there are multiple audiences you want to communicate with. So, refer to your strategy: Are you trying to reach potential customers or potential investors and acquirers? These are very different audiences, each requires its own messages, media and messengers.

If you're selling a product to a company, for example, is the audience the user of the product? Her boss? The person who has the budget? The CEO?

How do you figure out who the audience is? It turns out that if you've been doing customer discovery and using the value proposition canvas, you know a lot about each customer/ beneficiary. The first step is to put all those value proposition canvases on the wall to remind you that these are the people you need to reach.

How do you figure out which of these customers/beneficiaries is most important? Who's the least important? If you've been out talking to customers, you will have an idea of who's involved in the buying process. Who's the user of product? The recommender? The decision maker? The saboteur? As you map out what you learned about the role each of these customers plays in the buying process, marketing communications and sales can decide which one of the customers/beneficiaries is the primary audience of your messages. (And they can decide if there any secondary audiences you should reach.) Often there are multiple people in a sales process worth influencing.

If you're trying to reach potential acquirers or investors, the customer discovery process is the same. Spend time building value proposition canvases for these audiences.

Step 2: What's the Message?
Messages are what you delivering to the audience(s) you've selected. Messages answer three questions:

Why should the audience care?

What are you offering?

What's the call to action?

Your customers have already told you how to craft the first part of your message. The answer to "Why should your audience care?" comes directly from the pains and gains on the right side of the value proposition canvas.

And the answer to the second question "What are you offering?" comes from the left side of the value proposition canvas. It's not just the product feature list, but the pain relievers and gain creators.

Once you get your audience to read your message, then what? What's the call to action? Do you want them to download a demo, schedule a sales call, visit a physical store location or a website, download an app, click for more information, give you their email address, etc.? Your message needs to include a specific call to action.

Other things to keep in mind about messages:

Message context A message that is brilliant today and gets the press writing about you and customers begging to buy your product could have been met with blank stares two years ago and may be obsolete next year. In crafting your messages, remember that all messages operate in a context that may have an expiration date. Netbooks, 3DTVs, online classes disrupting higher ed, all had their moment in time. Make sure your context is current and revisit your messages periodically to see if they still work.

Sticky Messages
Messages also need to be memorable - "sticky." Why? Because the more memorable the message, the greater its ability to create change. Not only do we want people to change their buying behavior, we also want them to change how they think. (This is often a tough concept for engineering founders who believe that if we just tell customers about the features that make their product faster, cheaper, etc. they'll win.)

Consider that if you were told you were going to pay for cold, dead fish wrapped in seaweed you might not be too hungry. But when we call it sushi people line up.

The same goes for a hamburger. You may eat a lot of them, but if McDonald's message was "dead cow, slaughtered by the millions, butchered by minimum wage earners, then ground into patties, frozen into solid blocks, and reheated when you order them," instead of "You deserve a break today," sales might be a tad lower.

Product versus Company Messages
There is a difference between detailed product messages versus messages about your company. At times, you may have to communicate what the company stands for before a customer is ready to listen to you talk about product messages. For example, to outflank a competitor who had faster products, Intel moved the conversation about microprocessors away from speed and technology to create a valued brand. They created the "Intel Inside" campaign.

Apple was trying to resurrect a then-dying company by reminding people what Apple stood for with their "Think Different" ad campaign

Both Apple and Intel were selling complicated technology but did so by simplifying the message so it had broad emotional appeal. Both Intel Inside and Think Different became sticky corporate messages.

Step 3: Media
Media means the type of communications media each audience member reads/listens to/watches. Is could be print (newspapers/magazine), Internet (website, podcasts, etc.), broadcast (TV, radio, etc.) or social media (Facebook, Twitter, etc.). In customer discovery, you asked prospects how they get information about new companies and new products. (If not, get back out and do so!) The media your prospective customers told you they use ought to be on top of your target media.

The online media your company controls (your corporate website, company Facebook page, Twitter, Instagram, etc.) should be the first place you experiment finding your audience(s) and message.

Typically, you pick several media to reach each audience. It's likely that each audience reads different media (potential customers read something very different than potential investors.) You'll need a media strategy - a plan that describes the mix of media and how you will use it. This plan should include the category of media; print, internet, broadcast and then identify specific sites, blogs, magazine, etc.

Step 4: Messengers
Messengers are the well-placed and highly leveraged individuals who have influence over your audience(s). Messengers convey and amplify your message to your audience through the media you've chosen.

There are four types of messengers: reporters, experts, evangelists and connectors. (Each audience will have its own unique set of messengers.)

Reporters are paid by specific media to write about news. Which reporters you should talk to comes from discovering which media your audience has said they read. Your goal is to identify who are the reporters in the media your audience reads and what they write about, and to figure out why they should write about you. (Wrong answer - because we have a new product. Very wrong answer - because my CEO wants to be on the cover of publication X or Y.)

Experts know your industry or product in detail, and others rely on them for their opinions. Experts may be industry analysts in private research firms (Gartner, NPD, AMR), Wall Street research analysts (Morgan Stanley, Goldman Sachs), consultants who provide advice for your industry or bloggers with wide followings. Experts may even be potential customers who run user groups that other potential customers turn to for advice.

(Today some reporters are experts - product reviewers in the Tech Section of the Wall Street Journal, or the Technology section of the New York Times (or its product review site Wirecutter)).

Evangelists are unabashed cheerleaders and salespeople for your product and, if you are creating a new market, for your company vision. They tell everyone how great the product is and about the unlimited potential of your product and market. While nominally carrying less credibility than experts, evangelists have two advantages: typically, they are paying customers, and they are incredibly enthusiastic about what they say. (Evangelists are not customers who will give a reference. A customer reference is something you have to twist arms to get; an evangelist is someone you can't get off the phone.)

Connectors are individuals who seem to know everyone. Each industry has a few. They may be bloggers who expound on the general state of your industry and write magazine or newspaper columns. They may be individuals who organize and hold conferences where the key industry thought leaders gather. Often, they themselves are the thought leaders.

Founders ask me all the time whether they should hire a PR agency. I tell them, "The question isn't if. The question is when?" Influencing the messengers is what great public relations firms know how to do. They may have their own language describing who the messengers are (e.g., "influencers") and how they manage them (e.g. "information chain"), but once you've done a first pass of the audience > message > media > messenger, a competent PR firm can add tremendous value.

Customer Discovery Never Stops
Understanding your audience(s) is important for not just startups, but for companies already selling products. It helps you stay current with customers, get ideas for other needs to fill and to create new products. In addition, the audience > message > media > messenger cycle seamlessly moves this learning into getting, keeping and growing customers. Today, Marketing Automation tools (customer analytics, SEO, and Customer Relationship Management (CRM) platforms) generate customer behavior history about what messages worked on which media. These tools generate data that companies use to feed AdTech tools (demand-side platforms, ad exchanges and networks) to automate selling and buying of online ads.
Communications as a Force Multiplier

Smart CEOs treat communications as a force multiplier for sales, a tool to dramatically increase valuation and the vehicle to get acquirers lined up at the door. Not so successful CEOs treat it as tactic that can be handed to others.

Hiring a PR agency too early is a sign that the CEO is treating this as someone else's problem. In a startup, the first pass of understanding Audience, Message, Media, Messenger can only be done with the founders/CEO engaged.

Getting publicity for a product that does not yet exist is how startups get noticed. But don't fall victim to your own reality distortion field and hype a product that can never be made (think of Tesla versus Theranos.)

Figuring out who the possible audiences are, what messages to send, and what media to use, feels overwhelming at first. The temptation is to try to reach all the audiences with a single message and a single media. That's a going out of business strategy. Use Customer Discovery, and your customers will teach you who they are, what to say to them and how to reach them.

Lessons Learned

Marketing Communications = Audience, Message, Media, Messenger

Use the Value Proposition Canvas to understand who your audience(s) are

Craft messages to match what your audience has already told you

Pick the media they said they read

Find the right messengers to amplify your message

Filed under: Customer Development, Marketing | 4 Comments "

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Steve Blank Entrepreneurship and Innovation

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I was having coffee with the CEO of a new startup, listening to her puzzle through how to communicate to potential customers. She was an academic on leave from Stanford now selling SAAS software to large companies, but was being inundated with marketing communications advice.

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O PROGRAMA HUBS DE INOVAÇÃO DO BRASIL é um programa exclusivo da Abstartups para hubs privados brasileiros e tem como principal objetivo gerar conexão entre

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💎 Periodic Table of Storytelling ( https://lnkd.in/d9Sz92Sq), what an incredible resource, with interactive storylines and "tropes" which repeat across genres and through time - and a few simple story molecules as examples of these elements combined. An absolutely incredible resource by James Harris (via Nathan Baugh). #ux #design #storytelling

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Vitaly Friedman on LinkedIn: #ux #design #storytelling | 18 comments

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💎 Periodic Table of Storytelling ( https://lnkd.in/d9Sz92Sq), what an incredible resource, with interactive storylines and "tropes" which repeat across genres and through time - and a few simple story molecules as examples of these elements combined. An absolutely incredible resource by James Harris (via Nathan Baugh). #ux #design #storytelling

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Are you an unnatural connector? Maybe you say you're introverted or even antisocial. It could be related. But I'm talking about the difficulty of making personal connections. You're at a party or conference and you're surrounded by people you don't know. Do you wait for someone to talk to you? Do you strike up a conversation? Do you leave? I admit I deal with this type of anxiety. But this can impact us in the online world, too. Do you make online friends easily? Do you reach out to people you don't know? Are you worried about how they'll interpret your message? Do you resist or distrust many of the people who do reach out? The problem is that we can't do this on our own. We need real-world AND online friends. We need the support and this is also how we make business relationships. I feel this gets more and more difficult with time as I work from home. I now need to make a conscious effort to reach out to people and either strike up or maintain online friendships. How about you?

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Vitaly Friedman on LinkedIn: #ux #design #storytelling | 55 comments

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Are you an unnatural connector? Maybe you say you're introverted or even antisocial. It could be related. But I'm talking about the difficulty of making personal connections. You're at a party or conference and you're surrounded by people you don't know. Do you wait for someone to talk to you?

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Airtable is a low-code platform for building collaborative apps. Customize your workflow, collaborate, and achieve ambitious outcomes. Get started for free.

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The simplest way to create forms. Say goodbye to boring forms. Meet Tally — the free, intuitive form builder you’ve been looking for.

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The field of user experience has a wide range of research methods available, ranging from tried-and-true methods such as lab-based usability testing to those that have been more recently developed, such as unmoderated UX assessments.

While it's not realistic to use the full set of methods on a given project, nearly all projects would benefit from multiple research methods and from combining insights. Unfortunately, many design teams only use one or two methods that they are most familiar with. The key question is what to use when. To better understand when to use which method, it is helpful to view them along a 3-dimensional framework with the following axes:

The following chart illustrates where 20 popular methods appear along these dimensions:

The Attitudinal vs. Behavioral Dimension

This distinction can be summed up by contrasting "what people say" versus "what people do" (very often the two are quite different). The purpose of attitudinal research is usually to understand or measure people's stated beliefs, but it is limited by what people are aware of and willing to report.

While most usability studies should rely on behavior, methods that use self-reported information can still be quite useful to designers. For example, card sorting provides insights about users' mental model of an information space and can help determine the best information architecture for your product, application, or website. Surveys measure and categorize attitudes or collect self-reported data that can help track or discover important issues to address. Focus groups tend to be less useful for usability purposes, for a variety of reasons, but can provide a top-of-mind view of what people think about a brand or product concept in a group setting.

On the other end of this dimension, methods that focus mostly on behavior seek to understand "what people do" with the product or service in question. For example A/B testing presents changes to a site's design to random samples of site visitors but attempts to hold all else constant, in order to see the effect of different site-design choices on behavior, while eyetracking seeks to understand how users visually interact with a design or visual stimulus.

Between these two extremes lie the two most popular methods we use: usability studies and field studies. They utilize a mixture of self-reported and behavioral data and can move toward either end of this dimension, though leaning toward the behavioral side is generally recommended.

The Qualitative vs. Quantitative Dimension

The distinction here is an important one and goes well beyond the narrow view of qualitative as in an open-ended survey question. Rather, studies that are qualitative in nature generate data about behaviors or attitudes based on observing or hearing them directly, whereas in quantitative studies, the data about the behavior or attitudes in question are gathered indirectly, through a measurement or an instrument such as a survey or an analytics tool. In field studies and usability testing, for example, researchers directly observe how people use (or do not use) technology to meet their needs or to complete tasks. These observations give them the ability to ask questions, probe on behavior, or possibly even adjust the study protocol to better meet study objectives. Analysis of the data is usually not mathematical.

In contrast, the kind of data collected in quantitative methods is predetermined - it could include task time, success, whether the user has clicked on a given UI element or whether they selected a certain answer to a multiple-choice question. The insights in quantitative methods are typically derived from mathematical analysis, since the instrument of data collection (e.g., survey tool or analytics tool) captures such large amounts of data that are automatically coded numerically.

Due to the nature of their differences, qualitative methods are much better suited for answering questions about why or how to fix a problem, whereas quantitative methods do a much better job answering how many and how much types of questions. Having such numbers helps prioritize resources, for example to focus on issues with the biggest impact. The following chart illustrates how the first two dimensions affect the types of questions that can be asked:

The Context of Product Use

The third distinction has to do with how and whether participants in the study are using the product or service in question. This can be described as:

Natural or near-natural use of the product

Scripted use of the product

Limited in which a limited form of the product is used to study a specific aspect of the user experience

Not using the product during the study (decontextualized)

When studying natural use of the product, the goal is to minimize interference from the study in order to understand behavior or attitudes as close to reality as possible. This provides greater external validity but less control over what topics you learn about. Many ethnographic field studies attempt to do this, though there are always some observation biases. Intercept surveys and data mining or other analytic techniques are quantitative examples of this.

A scripted study of product usage is done in order to focus the insights on specific product areas, such as a newly redesigned flow. The degree of scripting can vary quite a bit, depending on the study goals. For example, a benchmarking study is usually very tightly scripted, so that it can produce reliable usability metrics by ensuring consistency across participants.

Limited methods use a limited form of a product to study a specific or abstracted aspect of the experience. For example, participatory-design methods allow users to interact with and rearrange design elements that could be part of a product experience, in order discuss how their proposed solutions would meet their needs and why they made certain choices. Concept-testing methods employ an expression of the idea of a product or service that gets at the heart of what it would provide (and not at the details of the experience) in order to understand if users would want or need such a product or service. Card sorting and tree testing focus on how the information architecture is or could be arranged to best make sense to participants and make navigation easier.

Studies where the product is not used are conducted to examine issues that are broader than usage and usability, such as a study of the brand or discovering the aesthetic attributes that participants associate with a specific design style.

Many of the methods in the chart can move along one or more dimensions, and some do so even in the same study, usually to satisfy multiple goals. For example, field studies can focus a little more on what people say (ethnographic interviews) or emphasize studying what they do (extended observations); concept testing, desirability studies, and card sorting have both qualitative and quantitative versions; and eyetracking can be natural or scripted.

Phases of Product Development (the Time Dimension)

Another important distinction to consider when making a choice among research methodologies is the phase of product development and its associated objectives. For example, in the beginning of the product-development process, you are typically more interested in the strategic question of what direction to take the product, so methods at this stage are often generative in nature, because they help generate ideas and answers about which way to go. Once a direction is selected, the design phase begins, so methods in this stage are well-described as formative, because they inform how you can improve the design. After a product has been developed enough to measure it, it can be assessed against earlier versions of itself or competitors, and methods that do this are called summative. This following table describes where many methods map to these stages in time:

Product-Development Stage

Strategize

Design

Launch & Assess

Research goal:
Find new directions and opportunities

Research goal:
Improve usability of design

Research goal:
Measure product performance against itself or its competition

Generative research methods

Formative research methods

Summative research methods

Example methods

Field studies, diary studies, interviews, surveys, participatory design, concept testing

Card sorting, tree testing, usability testing, remote testing (moderated and unmoderated)

Usability benchmarking, unmoderated UX testing, A/B testing, clickstream / analytics, surveys

Art or Science?

While many user-experience research methods have their roots in scientific practice, their aims are not purely scientific and still need to be adjusted to meet stakeholder needs. This is why the characterizations of the methods here are meant as general guidelines, rather than rigid classifications.

In the end, the success of your work will be determined by how much of an impact it has on improving the user experience of the website or product in question. These classifications are meant to help you make the best choice at the right time.

20 UX Methods in Brief

Here's a short description of the user research methods shown in the above chart:

Usability testing (aka usability-lab studies): Participants are brought into a lab, one-on-one with a researcher, and given a set of scenarios that lead to tasks and usage of specific interest within a product or service.

Field studies: Researchers study participants in their own environment (work or home), where they would most likely encounter the product or service being used in the most realistic or natural environment.

Contextual inquiry: Researchers and participants collaborate together in the participants own environment to inquire about and observe the nature of the tasks and work at hand. This method is very similar to a field study and was developed to study complex systems and in-depth processes.

Participatory design: Participants are given design elements or creative materials in order to construct their ideal experience in a concrete way that expresses what matters to them most and why.

Focus groups: Groups of 3-12 participants are led through a discussion about a set of topics, giving verbal and written feedback through discussion and exercises.

Interviews: a researcher meets with participants one-on-one to discuss in depth what the participant thinks about the topic in question.

Eyetracking: an eyetracking device is configured to precisely measure where participants look as they perform tasks or interact naturally with websites, applications, physical products, or environments.

Usability benchmarking: tightly scripted usability studies are performed with larger numbers of participants, using precise and predetermined measures of performance, usually with the goal of tracking usability improvements of a product over time or comparing with competitors.

Remote moderated testing: Usability studies are conducted remotely, with the use of tools such as video conferencing, screen-sharing software, and remote-control capabilities.

Unmoderated testing: An automated method that can be used in both quantitative and qualitative studies and that uses a specialized research tool to capture participant behaviors and attitudes, usually by giving participants goals or scenarios to accomplish with a site, app, or prototype. The tool can record a video stream of each user session, and can gather usability metrics such as success rate, task time, and perceived ease of use.

Concept testing: A researcher shares an approximation of a product or service that captures the key essence (the value proposition) of a new concept or product in order to determine if it meets the needs of the target audience. It can be done one-on-one or with larger numbers of participants, and either in person or online.

Diary studies: Participants are using a mechanism (e.g., paper or digital diary, camera, smartphone app) to record and describe aspects of their lives that are relevant to a product or service or simply core to the target audience. Diary studies are typically longitudinal and can be done only for data that is easily recorded by participants.

Customer feedback: Open-ended and/or close-ended information is provided by a self-selected sample of users, often through a feedback link, button, form, or email.

Desirability studies: Participants are offered different visual-design alternatives and are expected to associate each alternative with a set of attributes selected from a closed list. These studies can be both qualitative and quantitative.

Card sorting: A quantitative or qualitative method that asks users to organize items into groups and assign categories to each group. This method helps create or refine the information architecture of a site by exposing users' mental models.

Tree testing: A quantitative method of testing an information architecture to determine how easy it is to find items in the hierarchy. This method can be conducted on an existing information architecture to benchmark it and then again, after the information architecture is improved with card sorting, to demonstrate improvement.

Analytics: Analyzing data collected from user behavior like clicks, form filling, and other recorded interactions. It requires the site or application to be instrumented properly in advance.

Clickstream analytics: A particular type of analytics that involves analyzing the sequence of pages that users visit as they use a site or software application.

A/B testing (aka multivariate testing, live testing, or bucket testing): A method of scientifically testing different designs on a site by randomly assigning groups of users to interact with each of the different designs and measuring the effect of these assignments on user behavior.

Surveys: A quantitative measure of attitudes through a series of questions, typically more closed-ended than open-ended. A survey that is triggered during the use of a site or application is an intercept survey, often triggered by user behavior. More typically, participants are recruited from an email message or reached through some other channel such as social media.
In-Depth Course
More details about the methods and the dimensions of use in the full-day training course User Research Methods: From Strategy to Requirements to Design and the article A Guide to Using User-Experience Research Methods.

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When to Use Which User-Experience Research Methods

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20 user-research methods: where they fit in the design process, whether they are attitudinal or behavioral, qualitative or quantitative, and their context of use.

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Este não poderia ser um conteúdo curto, pois o assunto é demasiadamente extenso e poupar palavras aqui poderia fazer perder o objetivo principal. Veja o resumo do que será abordado:

Você não determina o que é retenção, ela se manifesta naturalmente

Entendendo a frequência natural de uso

Frequência de uso, persona e job

Core actions por use case

Mapeando core actions

Diferenciando core actions de engajamento e retenção

⠀

Vamos começar desmistificando uma atitude que pode ser o maior erro ao tentar medir engajamento e retenção de usuários.

A maioria dos profissionais de produto, marketing e growth iniciam a jornada de medir engajamento e retenção olhando diretamente para a base de dados que tem disponível.

Ela pode sim, lhe dar bons sinais de características e médias de retenção, mas o caminho mais correto é investigar qual é a frequência natural de uso dos produtos de acordo com as necessidades reais das pessoas.

⠀

As pessoas utilizam nossos produtos digitais a fim de realizar alguma necessidade do seu cotidiano, a referência do "jobs to be done" do Clayton Christensen se aplica muito bem aqui.

Mas vamos direto ao ponto.

Para entender a frequência natural de uso, o melhor caminho é utilizar técnicas de pesquisa qualitativa, entrevista em profundidade, shadowing, diário de atividades, etc.

Técnicas com características de entender o comportamental qualitativo (veja o quadrante de métodos de pesquisas do NN Group no final do texto).

Utilizamos esses métodos para entender qual é a real necessidade das pessoas de interagir com nossos produtos, e para facilitar vamos imaginar algumas situações:

Situação 1

Pessoas usam aplicativos de banco para realizar serviços financeiros, a frequência de uso está relacionada a real necessidade de cada pessoa.

Pense em produtos como PicPay para uma pessoa que no seu dia-a-dia tem a necessidade de pagar contas da casa apenas 1 vez por mês.

Em contraste a uma pessoa que trabalha em uma empresa de tecnologia em um formato remoto e utiliza o software de videoconferências Zoom todos os dias da semana.

⠀

Situação 2

Por fim, uma pessoa que precisa ir ao casamento de uma pessoa querida e acessou o e-commerce de uma famosa marca de ternos para adquirir um terno para aquela única ocasião.

A probabilidade dessa pessoa voltar a comprar um terno nos próximos 12 meses é muito baixa.

Logo a frequência em que ela acessa esse e-commerce também é baixa.

Uma vez entendida qual é a real necessidade das pessoas de se relacionarem com o seu produto, temos agora um indicativo mais realista de qual é o ciclo natural de uso (retenção).

⠀

Uma vez entendido a frequência natural de uso do seu produto, agora é hora de avançar um passo para se aprofundar e entender contextos mais específicos que melhor reflitam os diferentes possíveis tipos de engajamento e retenção dentro do seu produto.

Sim, não existe uma única métrica e única granularidade temporal (dia, semana, mês, trimestre) para analisar retenção.

A frequência de uso muda de acordo com o produto, a persona e a tarefa a ser realizada.

A forma mais simples de explicar isso é com exemplos, então, vamos considerar de forma simplista que retenção é medida por quantas vezes uma pessoa volta a acessar o produto, e imagine os seguintes cenários hipotéticos:

Cenário hipotético 1

Se o produto é o aplicativo mobile do Spotify, a persona é um jovem que precisa de uma distração e lazer no trajeto entre sua casa e a faculdade.

A frequência de uso nesse caso é diária, pois o contexto e momento de vida dessa pessoa faz com quele ele precise realizar esse "job" todos os dias.

⠀

Cenário hipotético 2

Agora se o produto é o site de viagens da Decolar.com e nossa persona é um empreendedor que viaja regularmente à trabalho, e seu job é encontrar uma passagem com o melhor custo benefício pois ele não pode gastar muito com essas viagens.

Podemos considerar que sua frequência de uso é mensal.

⠀

Cenário hipotético 3

Para fechar o grupo de exemplos, imagine que agora o produto em questão é o site de serviços do Getninjas.

Nossa persona é uma mulher, mãe, diretora em uma grande startup, trabalhando de casa durante a pandemia e tem boa parte da sua agenda diária ocupada com reuniões de trabalho.

A tarefa a ser realizada é consertar o encanamento da cozinha que se roumpeu.

Então é pouco provável que a frequência natural de uso dessa plataforma seja menor que 1 ano - Há não ser que a pessoa seja muito azarada e tenha vários problemas com o encanamento.

Bom acho que agora conseguimos ter um conjunto de informações para entender como produto, persona e job define retenção. Vamos fazer o exercício mental de mudar a persona e o job para cada um dos cenários e pensar em qual poderia ser a frequência de uso:

No site da Decolar.com, a persona é uma senhora aposentada que adora fazer uma viagem internacional por ano.

No contexto do GetNinjas, vamos mudar também o produto para o App do prestador de serviço, que todo dia consulta o app para ver se chegou alguma solicitação de serviço.

⠀

Agora que entendemos sobre frequência natural e também como o produto, a persona e o job a ser realizado muda o ciclo de "retenção", vamos chamar esse grupo de informações de " use case " (caso de uso, em bom português).

Esses use cases nos remetem aos possíveis fluxos de navegação realizado nas interfaces dos produtos para realizar suas tarefas, durante essa navegação cada interação relevante, - e entenda "relevante" como aquelas que indicam que nossos usuários estão caminhando em direção ao objetivo principal - chamamos essas interações de "core actions" (ações principais, em tradução livre).

Para deixar ainda mais claro, ações como um clique em favoritar, adicionar um item ao carrinho, dar play em uma música, e até mesmo finalizar uma compra são consideradas core actions.

⠀

Agora para as core actions citadas anteriormente serem úteis, precisamos mapear em que momentos da jornada elas são acionadas.

E para isso não existe uma forma melhor de fazer isso que não seja reproduzir a jornada do ponto de vista do usuário, simulando o mesmo caminho percorrido por ele até realizar cada uma das tarefas.

Como já é de costume, para facilitar, vamos utilizar alguns exemplos. Vou usar o app de um dos meus serviços favoritos como exemplo:

No Aplicativo do iFood, a persona é um jovem trabalhador, mora sozinho e não tem muito tempo para cozinhar nos dias de semana e nem habilidades culinárias, por isso pede regularmente em dias de semana seu almoço através do aplicativo.

Vamos reproduzir os passos percorridos por ele ao realizar a tarefa de pedir almoço.

Vale ressaltar aqui a importância de reproduzir a navegação do usuário para identificar as core actions e criar um documento que facilite para consultas futuras e também para o time que fará a implementação técnica do track de analytics.

⠀

Uma vez mapeadas, agora as core actions devem ser separadas entre as que representam engajamento (usuários estão utilizando as principais funcionalidades do produto) e as que representam retenção, a ação principal que determina que o job foi concluído pelo usuário e que se essa ação se repetir (diariamente, semanalmente, mensalmente, etc) será nossa métrica para medir retenção de usuários.

Para definir dentre as core actions de engajamento qual será considerada para contabilizar a retenção, basta pensar em qual é a principal ação que indica de a pessoa concluiu a tarefa na qual ela abriu o produto para realizar. Vamos continuar com o exemplo do iFood:

Abra seja lá qual for a ferramenta de analytics disponível na empresa para analisar como está o engajamento e retenção dos usuários do seu produto.

E por favor:

Se você escutar alguém falando que está medindo engajamento e retenção contando a quantidade de vezes que os usuários realizam login em seu produto, não julgue - apenas compartilhe esse conteúdo com ela.

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Definindo Engajamento e Retenção em Produtos Digitais

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Este não poderia ser um conteúdo curto, pois o assunto é demasiadamente extenso e poupar palavras aqui poderia fazer perder o objetivo principal.

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GitHub - DavisTrey/ExperimentationResources: A list of blogs, videos, and other content that provides advice on building experimentation and A/B testing platforms

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A list of blogs, videos, and other content that provides advice on building experimentation and A/B testing platforms - GitHub - DavisTrey/ExperimentationResources: A list of blogs, videos, and other content that provides advice on building experimentation and A/B testing platforms

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TinyWow provides free online conversion, pdf, and other handy tools to help you solve problems of all types. All files both processed and unprocessed are deleted after 1 hour

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Chegou a hora de ter sua startup de impacto acelerada por um dos maiores bancos de desenvolvimento do mundo! Saiba mais e inscreva-se!

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A ​para o apoio ao empreendedorismo de inovação brasileiro.Anjos do Brasil é uma organização sem fins lucrativos com o objetivo de fomentar o crescimento do investimento anjo

Há 10 anos trabalhando pelo fomento e inovação no Investimento Anjo!

O investimento anjo é feito por pessoas físicas e com seu capital próprio em startups.

Compartilhamos experiências e oportunidades de negócios para Investidores anjos e empreendedores.

Nosso blog traz conteúdos relevantes para quem empreende, investe ou apenas tenha interesse pelo assunto. Acompanhe!

Junte-se a nós!

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O investimento anjo é feito por pessoas físicas e com seu capital próprio em startups. Compartilhamos experiências e oportunidades de negócios para Investidores anjos e empreendedores. Nosso blog traz conteúdos relevantes para quem empreende, investe ou apenas tenha interesse pelo assunto. Acompanhe!

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We have spent the last 15 years building and participating in communities and found tremendous joy in them. Based on our own experience and with the generous help of leading community builders, we have developed a framework that helps build stronger communities and make our society a bit more connected: the Community Canvas.

Since publishing the Canvas in 2017 we have learned so much about community and want to continue supporting community builders. However during that journey we also realized that we felt called to pursue different directions and have launched separate projects going forward. Find out more about where these new projects are headed at Together Institute and Close Knit.

While this project has come to a close, this website, the framework and the guidebooks below will continue to stay accessible and we hope it will provide joy and meaning to you and your groups.

Key questions

For each of the 17 themes, we have identified a set of questions that will help find the right answers for your own community. We provide worksheets to make the questions actionable.

Reflections

While the Canvas doesn't give answers, we provide further background for each of the 17 themes, based on our observations and feedback from leading community builders. In future versions we're going to include case studies for each theme.

All Community Canvas documents are released under Creative Commons license BY-NC-SA 4.0. More about that here.

The 3 Sections and each of the 17 Themes covered in detail with key questions, further background and observations.
Download PDF, 61 pages

Worksheets

Answer the questions of the Canvas for your own community.

The Visual Summary has all themes and one key question on one page. PDF.

The comprehensive Google Doc lists each of the 17 themes with all questions, ideal for choosing what is relevant to your needs and creating your own community strategy.

We've been working with a wonderful team of volunteer translators to localize the Community Canvas.

A big thank you to all of them: Alberto Puliafito, Amir Noureddini, André de Menezes Lara Resende, Bruno Evangelista, Chi-Hsun Tsai, Eder Delgado, Evgeny Reznitsky, Flavia Vivacqua, Gabriel Holmes, Hermano Reis, Jakub Pacanda, João Bernardo Casali, Julie Petignat, Luciana C M Costa, Maria Polyak, Nikita Savostikov, Piritta Syrjälä, Rei Dishon, Rogerio Melfi, Tanja Laub, Tomas Burian,

Since publishing the Canvas in 2017 we've grown and learned so much and feel called to pursue different directions. Find out more about Fabian's project Together Institute and Sascha's Close Knit that will continue the work with and for community builders.

Fabian Pfortmüller

Fabian Pfortmüller is a Swiss community builder. He is co-founder of the Together Institute, an organization dedicated to building caring, engaged & healthy relationships in communities, networks, neighborhoods, organizations and society at large. Fabian is also an Innovator in Residence for the Kauffman Foundation. He co-founded Sandbox, a global community for young change makers and Holstee, an organization providing tools for a meaningful life. Fabian regularly writes about community building topics at www.together.is

fa bian@together-institute.org | @pforti | pforti.com

Sascha Mombartz

Sascha Mombartz is an artist, designer and community builder based in New York. Sascha works at the intersection of systems thinking, communication and user experience design to unravel complex relationships and create meaningful interactions and frameworks that help organizations and individuals build belonging, trust and resilience. He previously worked at the New York Times, Google's Creative Lab and has consulted with startups and nonprofits for the last 10 years. His work and thoughts on community can be found on Close Knit.

s@mombartz.com | closeknit.co

The Community Canvas project would never have been possible without the generous support of many community builders across the globe.

A sincere thank you to

Everyone who worked on the Community Canvas 2.0 team: Chris Chavez, Daniel Brooks, Erin Dixon, Michel Bachmann, Sita Magnusson.

Christine Lai, Casper ter Kuile, Angie Thurston, David Spinks, Alex Simon, Daniel Ospina, Mathias Jakobsen, Scott Shigeoka, Anton Chernikov, Ryan Fix, Michel Bachmann, Nettra Pan, James McBennett, Konstantina Zoehrer, Omri Baumer, Kasper Hulthin and all participants of the Community Canvas workshops for helping us develop version 1.

Everyone who helped translate the Canvas: Tomas Burian, Jakub Pacanda, Amir Noureddini, Piritta Syrjälä, Julie Petignat, Tanja Laub, Rei Dishon, Alberto Puliafito, Flavia Vivacqua, Bruno Evangelista, Luciana C M Costa, Gabriel Holmes, Rogerio Melfi, Hermano Reis, João Bernardo Casali, Maria Polyak, Nikita Savostikov, Evgeniy Reznitskiy, Eder Delgado.

The team at Kauffman Foundation for their support and guidance, especially Lauren Higgins, Mark Beam, Andy Stoll and Victor Hwang.

Everyone who was a Steward for Community Canvas 2.0 and provided feedback and guidance: Aaron Kahlow, Adam Yukelson, Adrienne Haynes, Aida Murad, Al Jeffrey, Alberto Pulifato, Alden Bevington, Alex Budak, Alex Simon, Alexa Clay, Allie Mahler, Alnoor Ladha, Andrea Fernández, Andy Stoll, Ankit Shah, Annalyn Lavey, Anne Merkle, Anton Chernikov, Ants Cabraal, Anurag Gupta, Asia Lindsay, Audrey Low, Avary Kent, Axel Magnuson, Ben Bechar, Ben Sahlmüller, Betsy Ribble Pine, Bill Issacs, Brian Kurtz, Brooke Brosolino, Carlos Saba, Caroline Mehl, Casey Rosengren, Casper ter Kuile, Cesar Salazar, Charles Michel, Charles Vogl, Charlotte Terrien, Chelsea Robinson, Christian Vanizette, Christian Busch, Christine Lai, Claire Wathen, Cynthia Boedihardjo, Damian Madray, Darin Petersen, Dave Lim, David Spinks, Deborah Chang, Dedo Baranshamaje, Dee Hamill, Deepti Doshi, Dharmishta Rood, Donald MacLean, Dorian Baroni, Eder Delgado, Elan Babchuck, Eli Malinsky, Elizabeth McWhorter, Enoch Elwell, Erica Dorn, Erik Martinez Resly, Erin Frey, Ernesto van Peborgh, Ethan Lipsitz, Evan Absher, Farah Assir, Francesca Pick, Gail Taylor, Gameli Adzaho, Hinnerk Hansen, Ines Silva, Ishan Shapiro, Ismail Chaib, Jaime Arredondo, James Hanusa, Jameson Dempsey, Jeff Shiau, Jen Silverstein, Jen Bailey, Jen Sandler, Jenn Sander, Jerone Hsu, Jerri Chou, Jerry Michalski, Jess Rimington, Jesse Israel, Jessica von Farkas, Joe Grant, Jonah Brotman, Jonathan Olinger, Jonathan Imme, Josh Stearns, Kalsoom Lakhani, Kanan Dhru, Kate Beecroft, Katie Baker, Kevin Huynh, Kiran Reddy, Konstantina Zoehrer, Kristoffer Tjalve, Krystle Starvis, Lana Jelenjev, Lauren Higgins, Leen Sadder, Lennon Flowers, Lucian Tarnovski, Lynn Zebeda, Maggie de Pree, Marga Biller, Mari Camardelli, Mariana Santos, Marion Cortina, Mark Beam, Marsha Dunn, Mary Galeti, Matilda Sundaker, Megha Desai, Melinda Varfi, Melissa Wong, Michael Mayernick, Michael Cox, Michele Steckler, Michelle Lim, Mike Fleisch, Mikey Muhanna, Misraim Macias, Nan Braun, Natalie Self, Nettra Pan, Nick McGirl, Nico Luchsinger, Nicole Okumu, Niels Rot, Nora Bateson, Olivier Taieb, Omri Baumer, Oscar Cerezales, Patricia Shaw, Peter Powell, Rabbi Sara Luria, Rachel Happe, Rachel Gerrol, Ragnar Behncke, Rhea Mehta, Rodrigo Cunha, Romain Vakilitabar, Ronan Harrington, Roy Munin, Ruhi Sharmim, Ryan Fix, Sanderson Jones, Sandra Ortiz Diaz, Sarah Judd Welch, Scott Shigeoka, Sebastian Lindstroem, Sherman Whites, Shira Abramowitz, Steve Tam, Sue Borchardt, Sunnie Tölle, Sylvia Vriesendorp, Tamas Hovanyecz, Teju Ravilochan, Tibet Sprague, Tim Weiss, Ting Kelly, Tony Bacigalupo, Travis King, Vanessa Wai, Victoria Stoyanova, Virginia Alonso Navarro, Zach Anderson, Zach Bell, Zaina Kanaan.

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The Community Canvas is a framework that helps people and organizations build stronger communities. It provides a template for anyone who brings people together.

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www.estudarfora.org.br is using a security service for protection against online attacks. This process is automatic. You will be redirected once the validation is complete.

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Ledger Nano X Review (2021): An Expensive Step In The Right Direction

Since cryptocurrencies were invented over a decade ago, there have been many attempts to build more advanced, secure and user-friendly walletsto store them. As of 2021, the current gold standa...

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Your guide to Bitcoin, Ethereum & Web 3.0 - Decrypt

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Since cryptocurrencies were invented over a decade ago, there have been many attempts to build more advanced, secure and user-friendly walletsto store them. As of 2021, the current gold standa...

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Late Checkout - a Substack by Greg Isenberg

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High quality insights on internet communities, building products communities love and startups. This will get your creative juices flowing. Click to read Late Checkout - a Substack by Greg Isenberg, a Substack publication with tens of thousands of readers.

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The #1 way to support this newsletter is to subscribe, share it and listen to my podcast of the week. I interviewed Sahil Lavingia (CEO of Gumroad) about opportunities in AI, tech and his POV on life. Tbh, it was a pretty wild interview with some wild stuff said, but worth the listen.

Listen now on Apple or Spotify and let me know what you think. Subscribe to my YouTube to get the video version. It will come out in 24-48h. I personally prefer watching video podcasts.

Today, I'm going to talk about how to get traction with your product idea through building audiences and community.

If you understand that, you'll have an advantage over 97% of brands out there.

I am obsessed with this TikTok show called Buying Time.

The show gives you a front row seat to two guys (Buckley and Vookum) who do live negotiations on high-end watches on 47th street in Midtown NYC. We're talking $74,000 Rolex watches. It's a glimpse into the future of building audiences and worth learning from.

Buckley: "How much is that $64,000 watch?"

Jeweler: "Yeah, right. Not today Buckley. It's $75,000."

Buckley: "Be nice to me. What's the best you can do?"

And just like that the 60 second negotiation begins and you find yourself hooked. You get to know the ins and outs of these characters. Their jokes, their quirks, their motivations, their fears and their desires.

Buying Time is the blueprint to modern day brand building. A modern brand is where an audience is at the core of driving demand. Buying Time built an attention machine that probably has Seiko drooling.

It's extra smart because:

They're building an audience of people who are interested in high-end watches. This is a group of people with major disposable income. Point: it's way easier to build highly profitable businesses with audiences who have major income

TikTok Shows drive a ton of audience affinity. The show format makes me feel very connected to the characters. I'm invested. I'm way more likely to buy from them, share their videos and follow the journey. They feel like my friends. And funny enough, I don't even collect watches or particularly love midtown NYC. This is why I believe TikTok shows will be the next big thing in earning attention

The old way of doing business was buying attention. Taking out television ads, billboards, classifieds, buying banner ads. Once you had attention, you could sell them a product.

Because people don't love getting directly sold to, marketers would buy attention, capture a lead (usually an email or mail address) and then "warm up" the lead over time to finally make the sale.

Example:

That's called a lead magnet - and I don't believe in lead magnets anymore.

The new way of earning business is earning attention, creating a space for conversation (and gathering information) and creating a community magnet.

The community will do the lead nurturing to get to sales. Converting strangers to skeptics to healthy skeptics to buyers.

Community is in our blood. We've evolved from being hunters, gatherers to modern day social beings. Now, despite being more connected due to technology, we're feeling as disconnected as ever. We all feel something is off.

To add to that, maybe the decrease in faith has something to do with it. Countries like the US are becoming noticeably less religious.

My point is either consciously or subconsciously, people are looking to brands, products, creators and communities to deeply connect with and fill that void.

The community is the place where people can come in, chat with like-minded people, express themselves, and understand the outcome of this particular community. The outcome is key - whether it is becoming a devout Buddhist or an intermittent faster or buying your first luxury watch, communities that have a clear goal are the ones that outperform.

The Buying Time crew have a private community for watch resellers. Despite charging $19.99 for a simple Telegram group, they can barely handle the demand. They'll make 7 figures from this community alone and it's become the lifeblood of the Buying Time brand.

Once you're able to build an audience and foster a community, your business is built on the product you can offer. The question to ask is: "How do I build a product that will become a routine and that will supercharge my community?"

Routine is key, because you want daily or weekly engagement. And keyword supercharge because you want the product to add not subtract from the experience.

The good news is that we live in a world of no-code tools. The stack of creating a product is much cheaper now, and the data around finding a product for a community that is likely going to sell is before your eyes.

If I wanted to open a store 50 years ago, the planning and execution was guesswork.
We're going to sell luxury watches, because every town has wealthy people who would want this. Let's do it in Nashville, Tennessee. I think downtown Nashville is a good spot for a luxury watch store.
From here, you had to let it play out and hope (and pray) people in Nashville bought their Rolexes from you.

Today, you can literally teleport yourself to conversations happening around the world. You can teleport to Twitter conversations, Facebook groups, subreddits and Discord servers, and directly into your own audiences/communities to figure out exactly what people want and how they want it. I've talked about this in the past in my Guide to Unbundling of Reddit post.

The three components I've laid out - Audience, Community, and Product - comprise the funnel for building a business in 2023. I call it the ACP Funnel.

Audience: bring people into the stories you're telling

Community: create a space for people who love your stories and identify with your brand

Product: give your community a product to achieve their goal and improve their own story

Build the audience, design a community for the audience, and give your community the product to achieve their goal.

If you do that, you'll have a business that will blow your mind.

See you next week,

Greg Isenberg

P.S: I'm going to be posting on Instagram more so you could follow me there

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The Framework to Find Traction for your Product

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The #1 way to support this newsletter is to subscribe, share it and listen to my podcast of the week. I interviewed Sahil Lavingia (CEO of Gumroad) about opportunities in AI, tech and his POV on life. Tbh, it was a pretty wild interview with some wild stuff said, but worth the listen.

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We are the only company that analyzes fans at scale based on what we believe to be the truest expression of their fandom: their wallets. We understand what fans stream, bet, and buy, and use that intelligence to help organizations drive live viewership, increase conversion rates, and build more meaningful sponsorships.

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We are the only company that analyzes fans at scale based on what we believe to be the truest expression of their fandom: their wallets. We understand what fans stream, bet, and buy, and use that intelligence to help organizations drive live viewership, increase conversion rates, and build more meaningful sponsorships.

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Editora da Science, uma das maiores revistas de pesquisa científica do mundo, Dra. Joanne Baker consegue apresentar o mundo da Mecânica Quântica de um jeito leve. Dividido em sete capítulos, o livro tem o cuidado de partir de conceitos básicos da Física para que termos como energia, velocidade ou elétron não virem obstáculos nas páginas seguintes. De forma fluida, Baker explica as pesquisas atuais do campo e suas aplicações, traça uma linha do tempo das principais descobertas e conta a história de personalidades importantes para o avanço da Física Quântica, além de apontar curiosidades que deixam claro o quanto nosso dia-a-dia tem a ver com o assunto. Evitando as fórmulas e a linguagem rebuscada, o texto nos leva até as fronteiras do conhecimento e apresenta temas como cosmo quântico e irrealidade quântica sem perder sua base científica. Cuidado, se você gosta de associações infundadas entre átomos e vida social, o livro pode te decepcionar.

Indicação de Tiago Mattos

O livro é uma homenagem ao artista e ativista chinês Ai Weiwei. Apesar de navegar por inúmeras expressões (como literatura, cinema e fotografia), suas obras mais cultuadas costumam ser suas esculturas e instalações. Weiwei consegue criar um apelo estético único, se valendo de uma marca registrada: o equilíbrio assimétrico. Talvez a sua contribuição artística mais famosa (até pela dimensão) seja o Estádio Nacional de Pequim, protagonista nas Olimpíadas de 2008 (e que ganhou o carinhoso apelido de "ninho de pássaro''). Acredito que como alguém que cria ambientes/espaços de aprendizagem presenciais, extremamente preocupados com o senso estético, inspirações como Weiwei são sempre muito bem-vindas. Portanto, a parte plástica já seria suficiente para me satisfazer. Mas a obra ainda traz uma longa biografia, com um olhar muito peculiar para os conflitos que o artista teve com o governo chinês. E isso ajuda a entender, inclusive, a motivação intrínseca da sua arte.

Indicação de Fernanda Prestefelippe

Annie Duke é campeã mundial de pôquer e se tornou consultora de negócios ao unir sua formação em psicologia cognitiva com sua experiência como jogadora profissional. Nesse livro, Annie explora nosso processo de tomada de decisão em cenários de incerteza. Ela inicia estabelecendo uma relação muito interessante entre o mundo dos negócios e os jogos de pôquer vs. xadrez. Segundo a autora, muitos profissionais enxergam as tomadas de decisão como em um jogo de xadrez, quando na verdade deveriam enxergar como em um jogo de pôquer.

Enquanto no primeiro temos acesso e visibilidade a todas informações no tabuleiro (como um algoritmo de possibilidades), no segundo temos cartas viradas e o jogo "escondido" dos oponentes. Ou seja, não temos todas as informações e a sorte é um pilar fundamental da equação. E a partir disso ela traz uma segunda reflexão que fez minha cabeça pirar: um bom processo de tomada de decisão nada tem a ver com o resultado alcançado. Isso mesmo! Ela nos ensina a separar o que é o processo de decidir, quais elementos considerar e o que faz uma boa decisão, independente do resultado alcançado. E ao conseguirmos separar esses dois elementos nos tornamos pessoas mais analíticas, com clareza sobre as variáveis passíveis de previsão e as variáveis que estão à mercê do acaso. Recomendo muito o livro! Sem dúvida ele me trouxe uma visão diferente e madura sobre um assunto tão complexo.

Indicação de Kim Trieweiler

Arjun Appadurai demonstra que considerar um grupo de sociedades temporalmente adiantado em relação a outro nos faz transformar o futuro em um fato cultural, determinado, já definido, e destituir indivíduos do seu poder de agir. O livro distingue duas éticas de tomada de decisão. Primeiro, o autor explica a ética de probabilidade, numérica, que privilegia o que é mais provável de acontecer e lucra com o erro em uma espécie de lógica de cassino. Para Appadurai, contudo, desconstruir a ideia de futuro como fato cultural passa pela adoção de uma ética de possibilidades que nos permita pensar, sentir, agir e, com isso, ampliar o campo da imaginação, criar mais equidade, mais capacidade de aspirar e influenciar futuros. O texto propõe que a ética de possibilidades viabiliza uma política de esperança - e é com esperança que a gente consegue lidar melhor com o mundo.

Indicação de Nayane Ramos

O livro compila palestras nas quais Angela Davis tratou de temas importantes como encarceramento, classe e raça, questões recorrentes em toda sua obra. O que mais gosto no texto (e em tudo que Davis faz) é que a autora contextualiza historicamente problemas, mazelas e opressões - em especial, sofridas por populações negras e pobres -, mas, ao mesmo tempo, aponta caminhos para a superação desses impasses. Acredito que isso é ser futurista. Ao longo do livro, Davis convida seus leitores e leitoras a repensarem e expandirem aquilo que entendem por liberdade, o que acho genial. Por sua familiaridade com a história local, muitos exemplos dos Estados Unidos são citados, mas a autora faz questão de apontar a interseccionalidade como caminho, sobretudo no caso de países que foram colonizados, o que também nos convida a enxergar o Brasil na discussão.

Indicação de Fernanda Lima

Yuk Hui é um filósofo da técnica nascido em Hong Kong e reconhecido por propor que a tecnologia seja pensada não apenas através dos seus usos, mas também de conceitos cunhados em diálogo com os contextos locais e coletivos em que vivemos. O livro compila ensaios escritos entre 2015 e 2020, traduzidos para o espanhol justamente com o objetivo de trazer o debate para o cenário latino-americano. Em um dos pontos altos da coletânea, Hui questiona o pressuposto de que a história da inteligência artificial culmina sempre na singularidade. Gosto da forma como o livro aponta a diversificação da tecnologia como caminho para a fragmentação do futuro. Para o autor, não existe tecnologia universal, é importante romper com entendimentos homogêneos, pluralizar as perspectivas, criar novos saberes e novas ferramentas.

O clássico de George Orwell tinha tudo para não aparecer nesta lista: o futuro que descreve, hoje, seria passado; se tratando de uma distopia, constrói um cenário desolador por princípio; e, claro, a história do regime do Grande Irmão não é novidade desde sua publicação em 1949. Mesmo assim, acredito que 1984 guarda aprendizados importantes sobre pensar futuros, no plural. Explico. Escrito no apagar das luzes da Segunda Guerra Mundial, por um ex-combatente da Guerra Civil Espanhola, o livro é um exemplo de como contexto e subjetividade afetam os horizontes da imaginação. Ao mesmo tempo, 1984 não é e nunca foi uma previsão. Orwell não escreveu para acertar, a esperança era justamente o contrário e isso não diminuiu em nada o impacto da obra. Tudo isso nos leva a um último ponto de atenção: será que existe visão mais influente do que 1984? É possível que Orwell tenha ajudado a moldar a história usando o futuro como alegoria - uma hipótese que, mesmo se equivocada, já justifica a leitura.

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Reading List: 7 livros para pensar futuros em 2023

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Editora da Science, uma das maiores revistas de pesquisa científica do mundo, Dra. Joanne Baker consegue apresentar o mundo da Mecânica Quântica de um jeito leve. Dividido em sete capítulos, o livro tem o cuidado de partir de conceitos básicos da Física para que termos como energia, velocidade ou elétron não virem obstáculos nas páginas seguintes.

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Combine diagramming, whiteboarding, and more with Whimsical.

Combine diagramming, whiteboarding and more with Whimsical.

Combine diagramming, whiteboarding and more with Whimsical.

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Whimsical - Where great ideas take shape

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Whimsical combines whiteboards and docs in an all-in-one collaboration hub.

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Much has been written about the practice of Design, largely in service to the idea that it's a process.

Many books have been written about the subject, for example, each spending multiple chapters elucidating to the reader via tales of well-planned structures that help Design run like clockwork. "This is the way the Design process was meant to work," they'll say.

Meanwhile, Medium itself is a haven for "Design Process" articles, listicles, and opinion pieces. Any person who's been in the industry of Design for a few years will no doubt have been asked to adhere to some Process that's been informed by a viral Medium post shared by Kevin Rose. "This is the way the Design process was meant to work," they'll say.

Here's the truth of the matter, from somebody who has been doing Design for well over 25 years: Design is not a Process, it's an Odyssey. It is not a rigid structure with steps to follow, but a path you discover along the way with dangers, villains, and wisdom to be gained, and you often wind up right back where you started.

Allow me to explain.

The most popular Process applied to Design is "Double Diamond." You'll find Medium, as always, is ripe with articles championing the original Double Diamond methodology, as well as updates to Double Diamond. Here's a thought-provoking Medium article entitled The New Double Diamond Design Process is Here. Please feel free to read and absorb it. But, of course, I'll summarize:

The original Double Diamond model, proposed in 1996, attempted to define how Designers worked.

It was an attempt to resolve the notion that there was no actual Design process, that Design was a chaotic mess.

A new model has been illustrated to reflect how modern Design, born of a computer-driven technology age, ought to work.

The only part that is fundamentally agreeable is this line: Design is not a linear process.

Double Diamond

Illustration from Dennis Hambeukers' article, reflecting the original Double Diamond

In the original Double Diamond model, we see that a linear process is directly and concretely implied. Any Design project, born from any request or opportunity, must flow through this model which suggests:

A Problem is identified, and the Designer is in Discovery Mode

Work is done to generate insights into the Problem: why is it a problem? Where'd it come from?

The Problem Statement leads into Definition Mode: defining the Problem in clear terms, identifying how the Designer will attempt to tackle the Problem, and also defining intended outcomes.

Now we move into Development Mode, where potential solutions are explored.

While in Development Mode, a process of filtering is applied in order to identify the most successful solutions.

Those successful solutions move into Delivery Mode, where the solutions are finalized, filtered down even more, and ultimately the singular Solution is found.

This sounds great, but it exists in an imaginary plane of existence. Design does not happen in this manner, and of course, Design is not linear.

Design Thinking

Another framework for Design is the broadly-applied term "Design Thinking," which refers less to a step-by-step process of execution and more to a way in which Designers are meant to think (hence the name, I suppose).

In spirit, Design Thinking is actually pretty great.

This model suggests:

Design Thinking is non-linear. Agreed!

In order to succeed in a Design project, Empathy is the foundation. Agreed!

Empathy helps define the problem. Tests can inform empathy by teaching us about users. Tests can also create new ideas.

Empathy is also connected to Prototypes, which are born from ideas, but all of this is somewhat indirect. Prototypes can spark new ideas, and Prototypes can be tested as well, which can connect back to Empathy and Problem Definition.

Wait, this is starting to feel complicated.

Again, in spirit, Design Thinking is a wonderful framework, but not only is it complicated, it also isn't a reflection of the reality of Design work.

The ultimate reason why these methods of Design Process, Design Thinking, and Design Doing have been so over-defined is rooted in a need to help legitimize Design amongst other functions, departments, and domains within Companies. Design so often sits at the intersection of Business Goals and Customer Impact, and so it has a need to provide others with a sense that it knows exactly what it's doing, it has predictable output, and it can meet deadlines. All of this influences those who fundamentally do not understand Design.

In truth, Double Diamond is not a process that given Design projects can regularly follow, but is instead a delightful illustration to put in a slide deck to tell external stakeholders "here's how the Design department runs." It is as influential as a Live, Laugh, Love plaque in a home where yes Living, Laughing, and Loving do sometimes happen but not necessarily in that order and not always in a planned, intentional way.

In truth, Design Thinking is spiritually a great idea but also not a methodology that can be universally applied to all Design Projects. It's a great metaphor that, much like Double Diamond, is great to put in a slide deck to external stakeholders to imply a fundamental method to your madness.

All of this is done in service to those who do not understand Design. So, I propose a new method of thinking. One which can still be used to inform non-Designers and create an air of legitimacy while simultaneously reflecting the reality of the work. One which is not a rigid process to follow but represents how much of an adventure the whole thing can really be.

The classic tale of Odysseus, immortalized in The Odyssey, has inspired and excited humanity for ages. It weaves a tapestry of a story about an adventurer who sets out on a journey but gets delayed by angry gods and dangerous complications for years, all in an attempt to get back home. It sounds like Design.

The reality of so much Design is just like The Odyssey. You start off on a project with a goal in mind, you explore a bit, you get side-tracked or interrupted time and time again, requirements change along the way, you meet new people and learn new things, and you wind up back where you started at the beginning but have to convince everyone you belong there.

Below is a new proposal to reflect the way Design really works, both in a realistic sense, but also an aspirational one.

The Design Odyssey Framework creates a sense of structure without ignoring the reality of Design work. Click the image to zoom in. Circle scale implies impact.

Structure at a Glance

In a framework, structure is important. But as has been stated, Design is not a linear process. In essence, each phase of the Design Odyssey overlaps and cycles back on itself, and each phase also has its own events which are self-referential. Although one would like to imagine everything goes perfectly linearly, from left to right, it rarely does.

Part 1: The Beginning

Every good journey starts somewhere. Beginning a Design journey often starts with some blob of elements: a Problem/Goal is identified, Space is Created, and an Understanding is developed. Not necessarily in that order.

Influential components and activities of The Beginning stage include User Empathy, a knowledge of Customer Needs and/or Business Needs, Data & Research collection, Timeboxing, and general Planning. All of this should, of course, be informed by a native Design Philosophy.

In the Beginning, the point is to ask "What are we doing and why?"

Part 2: Exploration

Great Design is the result of playfulness - the willingness to try ideas and fail. The same is true of any journey. You might be walking down a well-established trail and discover something new, pulling you off the beaten path. Still, you have a destination in mind, and so you use a set of tools and methods to try to reach it:

Wireframes, Flowcharts, High-Fidelity Design, Prototypes, Collaboration with fellow designers or non-designers, and Having a Long Think...as in just sitting and allowing your mind to wander. Maybe even take a nap ( yes, really). All of these are useful parts of exploration and play, and all tools at your disposal should be utilized if appropriate.

In the Exploration phase, the point is to ask "How might we get to where we want to go?"

Part 3: The Bridge

Without fail, intrepid adventurers come upon a bridge crossing a deep chasm. Below lies the unimaginable. But across the bridge lies the promised land: a successful, finished project. You must cross this bridge, but there are barriers in the way: Evaluation of your work thus far (via Design critique or stakeholder feedback), Negotiation of reasonable expectations and/or new requirements, and Rethinking aspects of the project that you may have thought you were sure about.

Some ingredients and events in this phase are Changed Expectations, Misunderstandings, User Testing coming back with surprising results, Design Critique guiding you in a new direction, and of course, the CEO interjecting (or some executive popping in).

In the Bridge phase, the point is to ask "Are we doing this right?"

Part 4: Construction

Along this journey, you will come to the point where taking stock of how far you've come, settling in, and building something becomes the necessary next step. Think of all you've done, all you've seen, all you've explored. The bridges you've crossed! The chasms you've overcome! But, the journey is not over.

This is the moment where you have a pretty good idea of what's necessary to reach your end goal. The only problem is it hasn't been built yet, and this is where collaboration is key. This is where you leverage the tools of the final form, like code or print. This is where you sit down with developers or production staff to review the work in progress. This is where you estimate your time, estimate your impact, and...play around?

Yes, once again, even with focused finality in sight, play remains a critical part of Design. Through collaborative play, you will realize the most thoroughly-explored version of whatever it is you're making. Your partners in engineering, production, or whatever else is helping you build this thing-will be empowered to help you think about how far this thing could go.

In the Construction phase, the point is to ask "How can we push ahead, together?"

Part 5: Conclusion

The finish line is right upon you. You can smell it. You can taste it. You came so far and now it's time to put a bow on this project and wrap it up. The only thing in your way is actually being finished. Turns out, the finish line might not be the end, and perhaps it shouldn't be.

In the process of finishing, you may realize you've bitten off more than you can chew. Finishing might need to happen sooner than you realized, so you trim the plans back.

You may also realize that you don't know the true impact of your work, so you take some time to measure. Maybe you measure performance, maybe you measure feedback, and based on what you learn you may need to trim or go all the way back to Construction.

And maybe, just maybe, you never reach the end. The project might not ship at all. The client might put things on hold, or the business strategy may change once again. Technically this is a Conclusion, so you move on, dust yourself off, and begin the cycle anew with yet another project.

What's important, here, is knowing that you've reached an end stage and how to proceed, even if things didn't necessarily go exactly as planned. More often than not, they don't.

In the Conclusion phase, the point is to ask "What does 'done' look like?"

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Design is not a formula, it's an odyssey: replacing the Double Diamond

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Much has been written about the practice of Design, largely in service to the idea that it's a process. Many books have been written about the subject, for example, each spending multiple chapters elucidating to the reader via tales of well-planned structures that help Design run like clockwork.

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Veja as previsões de tendências para 2024

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Conheça as tendências de 2024 na nova edição do nosso relatório anual, o Pinterest Predicts. Veja quais serão as novidades do mundo da beleza, culinária, casa, moda, viagens e muito mais. Não deixe a próxima novidade pegar você de surpresa.

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YC's library of startup advice: essays and videos that teach you how to start a company.

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We can't find the internet

Attempting to reconnect

Something went wrong!

Hang in there while we get back on track

Remove popups, banners, and ads
from any website.

Clean any webpage,

Works with your favorite websites

FAQ

What?

Prepend 12ft.io/ to the URL webpage, and we'll try our best to remove the popups, ads, and other visual distractions.

Why?

I believe Google Adwords killed the web. Google Adwords incentivized sites to peddle SEO optimized garbage. Sites who aren't are forced to optimize for email capture so they can market directly to you. Search results now show "news", ads, and SEO spam instead of surfacing information.

You ought to be able to search something on Google and get an answer to your question without signing up for some newsletter. This is why I created 12ft.io.

How does it work?

Turns out most of the visual distractions on webpages are loaded after the page renders via javascript.

All we do is disable the javascript of the site.

This obviously doesn't work for all websites, but it works for a surprisingly large proportion of them. This is generally the case because most sites want to be indexed by Google and other search engines which have historically not run the javascript.

Give it a shot on your favorite website to see how clean a JS-free version of the website is.

Disclaimer

We do not support using 12ft to violate the terms of service or copyright of other websites. This is merely a service to view webpages without javascript enabled.

@thmsmlr

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GAMEPLAY OVERVIEW

The object of the game is to come up with the most entertaining and thought-provoking descriptions of hypothetical objects from different near-, medium-, and long-term futures. Each round, players collectively generate a creative prompt by playing a card game. This prompt outlines the kind of future that the thing-to-be-imagined comes from, specifies what part of society or culture it belongs to, describes the type of object that it is, and suggests an emotional reaction that it might spark in an observer from the present. Players must then each write a short description of an object that fits the constraints of the prompt. These descriptions are then read aloud (without attribution), and players vote on which description they find the most interesting, provocative, or funny. The winner of each round keeps the cards put into play for that round, and whoever has the most cards when the game ends is declared the overall winner.

MATERIALS

In addition to the deck of 108 game cards, a supply of blank index cards and a pen for each player is required.

NUMBER OF PLAYERS

A single deck of The Thing From The Future cards may be used for play by individuals or by groups of two to six members. For larger gatherings (such as in a classroom or workshop), the game may be played by parallel groups with one deck per group and a central facilitator to orchestrate the timing of each round. Four players is an ideal group size.

THE CARDS

There are four types of cards in The Thing From The Future: Arc, Terrain, Object, and Mood. Each round, players will generate a four-card creative prompt containing one of each kind of card. Based on this prompt, players will imagine a thing from the future.

ARC CARDS

ARC cards broadly describe different kinds of possible futures. These cards contain two kinds of information. The main (top) text of each Arc card specifies one of four generic images of alternative futures for players to imagine: Grow, Collapse, Discipline, or Transform.*

Grow is a kind of future in which everything and everyone keeps climbing: population, production, consumption...

Collapse is a kind of future in which life as we know it has fallen - or is falling - apart.

Discipline is a kind of future in which things are carefully managed by concerted coordination, perhaps top-down or perhaps collaboratively.

Transform is a kind of future in which a profound historical transition has occurred, whether spiritual or technological in nature.

The Arc card does not denote a specific future scenario; rather, it indicates a broad trajectory or category of scenario - a "plot type" rather than a particular narrative. Countless scenarios might be imagined as playing out under each of these generic umbrellas.

The bottom text on each Arc card describes the "time horizon" - the distance into the future that players must project their imaginations. In the standard The Thing From The Future deck, time horizons can be anywhere from seven to 1000 years out.

The deck also includes several ARC WILDCARDS. A player laying down an Arc Wildcard must choose the arc of the future in question (grow, collapse, discipline or transform) and the time horizon. This may be noted on an index card and placed in play with the rest of the prompt.

* This aspect of the game design owes a debt to the work of Professor Jim Dator on "generic images of the future" at the Hawaii Research Center for Futures Studies.

TERRAIN CARDS

TERRAIN cards describe contexts, places, and topic areas. In a completed prompt, the terrain card describes where - physically or conceptually - the thing from the future might be found. Two terrains appear on each card in order to provide richer possibilities for the deck.

OBJECT CARDS

OBJECT cards describe the basic form of the thing from the future.

MOOD CARDS

MOOD cards describe emotions that the thing from the future might evoke in an observer from the present.

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The Thing From The Future is an award-winning imagination game that challenges players to collaboratively and competitively describe objects from a range of alternative futures. We are currently sold out of this edition of The Thing From The Future. Stay tuned for more updates about future releases.

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https://images.squarespace-cdn.com/content/v1/5b553895697a98cf2cef2bc6/1549997553826-3ZXCFRQRNLGW2ZCFXCOH/sh_website_bg_reports.jpg

Decode the Future.

Our Cultural Intelligence Reports are published regularly, on in-depth topics you haven't seen coming. We create a vision of the near-to-far future, based on many months of data analysis, pattern recognition, firsthand research, and deep conversations with some of the sharpest minds out there: astronauts, neuroscientists, inventors, artists and a CEO or two.

Psst. Our reports can be found in academia, quoted in books, and covered in media like Fast Company, The Washington Post, The New York Times and more.

https://images.squarespace-cdn.com/content/v1/5b553895697a98cf2cef2bc6/1549997559514-VB6W4WQS7Q2WS4V1LS6N/sh_website_bg_mobile_reports.jpg

Decode the Future.

Our Cultural Intelligence Reports are published regularly, on in-depth topics you haven't seen coming. We create a vision of the near-to-far future, based on many months of data analysis, pattern recognition, firsthand research, and deep conversations with some of the sharpest minds out there: astronauts, neuroscientists, inventors, artists and a CEO or two.

Psst. Our reports can be found in academia, quoted in books, and covered in media like Fast Company, The Washington Post, The New York Times and more.

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Cultural Intelligence Reports - sparks & honey

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sparks & honey's free Cultural Intelligence Reports are published regularly, on in-depth topics you haven't seen coming. We create a vision of the near-to-far future, based on many months of data analysis, pattern recognition, firsthand research, and deep conversations with some of the sharpest

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Top 14 Overlapping Cultural Trends From 40+ Reports

The fifth annual Meta Trend Report synthesizes 500+ trends from 40+ reports, ranking the 14 most frequently reported cultural trends for 2022.

Reports were sourced from: Accenture Retail, Bombas & Parr, Canvas8, Catawiki, Deloitte Insights TMT, Dentsu Creative, Dentsu Media, Deposit Photos, Exploding Topics, Falcon, Foresight Factory, Fjord Accenture, Future Laboratory, GWI, Instagram, Lippincott, Mintel, MTM, Nourish, Mind Body Green, Pinterest, Sparks & Honey, Spring Wise, Trend Hunter, Trend Watching, Ultra Violet, We Are Social, Webby, Well + Good, WGSN, Wunderman Thompson and more.

Why? We can forecast accuracy by using reliability and collective intelligence as a proxy. In distillation is value. Synthesis > Curation.

However, over the last five years my opinion on the purpose and value of this exercise has evolved - after all, changing minds today is underrated.

My excitement for this tradition is waning. Year after year, the same Meta Trends are surfacing... just with nuanced variation. The repetitiveness of these companies' trends, AND now the Meta Trends reveals why relying upon these reports (and even this one) is flawed. While Meta provides confidence, it doesn't speak to the more valuable and disruptive, quiet forces at play.

Rather than treating these Meta Trends as an accurate forecast, we must now also use them as filters to seek out what's NOT discussed.

The edges are the sharpest, and the fringes are the future. To see what's coming, we must respect the bizarre and validate the weird. These reports don't. In the nicest way, one who perceives a Meta Trend as an emergent opportunity is late to the party. Meta is table stakes. (But, they're also contextual by brand / vertical - these are not one-size-fits-all territories.)

It's the weak signals and under-discussed which continue to spur true threats and opportunities: the messy, uncomfortable and complex concepts these report will never face. The overlooked - not the mainstream reportage nor this report - must be our focus. Until then, we have an incomplete picture.

Meta Trends are not the final product.

They're the start.

Deeper, these sourced reports often lack a quantitative, let alone cohesive methodology. We should at least expect quant support, but even that's rare. These reports are also regularly produced in isolation, without third-party collaboration nor consultation. Subjectivity abounds. This is not great news when we're dealing with an alarmingly homogenous industry. These reports are also authored by orgs with bottom lines, selling services. So not only is there dangerous demographic bias, but there's also an agenda. Lastly, putting trend reports behind paywalls is antithetical to their purpose. We must democratize the future, not sell it.

All of these components constrain us from achieving our original goal: attempting to understand the current moment and what lays ahead.

We can do better.

This year I've embodied these learnings, and altered the approach to Meta 22.

I've sought outside collaboration from quantitative futurist (and friend), Sarah DaVanzo who spearheads Curious Futures, a non-profit collective increasing access to futures work. With a similar interest in the meta - her's Meta 2030 - we've partnered up to add more value...
This year we're doing more with Meta 22. If you're into what you're reading, subscribe, because in the coming months we'll be publishing:

1. A Meta-Meta retrospective, analyzing the evolution of Meta Trends
2. Quantitative scoring of Meta 22 for sizing + strategy prioritization
3. Future pieces unpacking the more valuable overlooked trends

We're committed to openly sharing these learnings for all, for free via .

Sustainability is embedded everywhere - we want action but delivery now
Keywords: green-washing, compromises, buy for life, circular, zero-impact

Life moves online and the IRL vs. URL distinction blurs, becoming moot
Keywords: phygital, metaverse, VR, gaming, meat-space, avatar, pluriverse

Tune in, drop out, and slow down - sacred set and settings fulfill and focus
Keywords: psilocybin, flowers, shrooms, cursed, mood, cringe, manifest, ick

Needed diversity and equity beget belonging and integration
Keywords: gender, neuro-, accessible, income, fluid, generation, neighbor

Purposeless fun is purposeful - youthful levity is the antidote to our fear
Keywords: maximalism, memes, irony, play, absurdism, youth, catharsis

Our house is our heart, central to our wellbeing and all functions
Keywords: flex, hybrid, DIY healthcare, remote, tele-, office clubhouses

0's and 1's ironically infiltrate the intimacy of our mental wellness
Keywords: app, group, online studio, live class, game, streak, data tracking

Out: Headspace's home feeds with push-notifications
In: Chronic illness subreddits with P2P support
Drivers: addiction, access, convenience + compromise, pursuit of balance
Lean In By: Leveraging networks with low barriers to support, not extract
↳ To Win: Don't coerce or hook with tech, free people with and from it
+ Related Dive: Coercive Convenience, Soul Interfaces, Assisted Socializing

At an impasse, pivots are made, prioritizing what's (subjectively) important
Keywords: reflect, resignation, anti-work, F' it, essentialism, power to people

Digital assets unlock community and solve conspicuous consumption online
Keywords: NFT, collectable, Web3, token, signaling, (co-)ownership, scarcity

Shrinking patience + infinite demands push the limits of commerce
Keywords: omni, social, keep returns, BNPL, final mile, unlimited, super-app

The long tail of the market (creators) are making what it doesn't already offer
Keywords: side-hustle, fandom, artisanal, multi-hyphenate, career polygamy

Side Hustles - Instagram
Yay Job - Pinterest
Career Creators - MTM
Social Commerce - WGSN
P2P Community - Trend Hunter
Micropreneurs 2.0 - Wunderman Thompson
Hot Horology - Fjord Accenture
Sideline Studios - Future Laboratory
Out-of-Work Networks - Future Laboratory
Curator Kids - Future Laboratory
Noiseless Niche - Falcon
Crypto-Artisans - Wunderman Thompson

Out: Personal brands
In: Personal businesses
Drivers: student debt, system skepticism, no / low barriers, financial FOMO
Lean In By: Helping creators compete against The Man, not one another
↳ To Win: Invite fans in for your survival and appeal to their desire to make
+ Related Dive: Influencer Burnout, Passive Income, Creator Clichés

Audio, the intimate medium, is leveraged to deliver on new visions
Keywords: healing, sonic travel, sound baths, metaverse, AI, personalize, AR

Sound Healing - MBG
Audio Healing - Wunderman Thompson
Audio as Meta Gateway - Sparks & Honey
Audio-Only - Trend Hunter
3D Audio - Wunderman Thompson
Connective Audio - Future Laboratory
Sonic Luxification - Wunderman Thompson
Sonic Branding - Lippincott
Music is Social - Instagram
Music is Visual - Instagram
AI-Generated Music - Deposit

The Furbaby Economy booms as their market / products and ours get tangled
Keywords: CBD, pet -spa, -resort, -beauty, -friendly furniture, animal NFT's

More on Pets - Exploding Topics
CBD Treat - Trend Hunter
Barkitecture - Pinterest
Integrated Furnishing - Trend Hunter
Pet Beauty - Well + Good
Good for Me, Good for Fido - Nourish

Screens and social feeds upend desks as education is now omnipresent
Keywords: remote, sprint, masterclass, [profession]-TikTok, Insta slideshow

In-Feed Syllabuses - We Are Social
Link 'N Learn - Trend Watching
Thrills & Skills - Trend Watching
Micro Movement - Trend Watching

Subscribe to Zine for:

1. A Meta-Meta retro, analyzing the evolution of five years of Meta Trends
2. Rigorous, quantitative scoring of Meta 22 for sizing + strategy prioritization 3. Future pieces unpacking the more valuable overlooked trends

Matt Klein This piece is an educational review and does not infringe upon any copyright material as covered by , Copyright Act of 1976, 17 U.S.C. . is a cultural theorist and strategist analyzing the psychosocial implications of our technology to consult on business decisions.

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Top 14 Overlapping Cultural Trends From 40+ Reports The fifth annual Meta Trend Report synthesizes 500+ trends from 40+ reports, ranking the 14 most frequently reported cultural trends for 2022.

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7 modelos de OKRs para gestão do programa de inovação

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It's no secret: innovation is difficult for well-established companies. By and large, they are better executors than innovators, and most succeed less through game-changing creativity than by optimizing their existing businesses.

Yet hard as it is for such organizations to innovate, large ones as diverse as Alcoa, the Discovery Group, and NASA's Ames Research Center are actually doing so. What can other companies learn from their approaches and attributes? That question formed the core of a multiyear study comprising in-depth interviews, workshops, and surveys of more than 2,500 executives in over 300 companies, including both performance leaders and laggards, in a broad set of industries and countries (Exhibit 1). What we found were a set of eight essential attributes that are present, either in part or in full, at every big company that's a high performer in product, process, or business-model innovation.

Since innovation is a complex, company-wide endeavor, it requires a set of crosscutting practices and processes to structure, organize, and encourage it. Taken together, the essentials described in this article constitute just such an operating system, as seen in Exhibit 2. These often overlapping, iterative, and nonsequential practices resist systematic categorization but can nonetheless be thought of in two groups. The first four, which are strategic and creative in nature, help set and prioritize the terms and conditions under which innovation is more likely to thrive. The next four essentials deal with how to deliver and organize for innovation repeatedly over time and with enough value to contribute meaningfully to overall performance.

To be sure, there's no proven formula for success, particularly when it comes to innovation. While our years of client-service experience provide strong indicators for the existence of a causal relationship between the attributes that survey respondents reported and the innovations of the companies we studied, the statistics described here can only prove correlation. Yet we firmly believe that if companies assimilate and apply these essentials-in their own way, in accordance with their particular context, capabilities, organizational culture, and appetite for risk-they will improve the likelihood that they, too, can rekindle the lost spark of innovation. In the digital age, the pace of change has gone into hyperspeed, so companies must get these strategic, creative, executional, and organizational factors right to innovate successfully.

Aspire

President John F. Kennedy's bold aspiration, in 1962, to "go to the moon in this decade" motivated a nation to unprecedented levels of innovation. A far-reaching vision can be a compelling catalyst, provided it's realistic enough to stimulate action today.

But in a corporate setting, as many CEOs have discovered, even the most inspiring words often are insufficient, no matter how many times they are repeated. It helps to combine high-level aspirations with estimates of the value that innovation should generate to meet financial-growth objectives. Quantifying an "innovation target for growth," and making it an explicit part of future strategic plans, helps solidify the importance of and accountability for innovation. The target itself must be large enough to force managers to include innovation investments in their business plans. If they can make their numbers using other, less risky tactics, our experience suggests that they (quite rationally) will.

Establishing a quantitative innovation aspiration is not enough, however. The target value needs to be apportioned to relevant business "owners" and cascaded down to their organizations in the form of performance targets and timelines. Anything less risks encouraging inaction or the belief that innovation is someone else's job.

For example, Lantmännen, a big Nordic agricultural cooperative, was challenged by flat organic growth and directionless innovation. Top executives created an aspirational vision and strategic plan linked to financial targets: 6 percent growth in the core business and 2 percent growth in new organic ventures. To encourage innovation projects, these quantitative targets were cascaded down to business units and, ultimately, to product groups. During the development of each innovation project, it had to show how it was helping to achieve the growth targets for its category and markets. As a result, Lantmännen went from 4 percent to 13 percent annual growth, underpinned by the successful launch of several new brands. Indeed, it became the market leader in premade food only four years after entry and created a new premium segment in this market.

Such performance parameters can seem painful to managers more accustomed to the traditional approach. In our experience, though, CEOs are likely just going through the motions if they don't use evaluations and remuneration to assess and recognize the contribution that all top managers make to innovation.

Choose

Fresh, creative insights are invaluable, but in our experience many companies run into difficulty less from a scarcity of new ideas than from the struggle to determine which ideas to support and scale. At bigger companies, this can be particularly problematic during market discontinuities, when supporting the next wave of growth may seem too risky, at least until competitive dynamics force painful changes.

Innovation is inherently risky, to be sure, and getting the most from a portfolio of innovation initiatives is more about managing risk than eliminating it. Since no one knows exactly where valuable innovations will emerge, and searching everywhere is impractical, executives must create some boundary conditions for the opportunity spaces they want to explore. The process of identifying and bounding these spaces can run the gamut from intuitive visions of the future to carefully scrutinized strategic analyses. Thoughtfully prioritizing these spaces also allows companies to assess whether they have enough investment behind their most valuable opportunities.

During this process, companies should set in motion more projects than they will ultimately be able to finance, which makes it easier to kill those that prove less promising. RELX Group, for example, runs 10 to 15 experiments per major customer segment, each funded with a preliminary budget of around $200,000, through its innovation pipeline every year, choosing subsequently to invest more significant funds in one or two of them, and dropping the rest. "One of the hardest things to figure out is when to kill something," says Kumsal Bayazit, RELX Group's chief strategy officer. "It's a heck of a lot easier if you have a portfolio of ideas."

Once the opportunities are defined, companies need transparency into what people are working on and a governance process that constantly assesses not only the expected value, timing, and risk of the initiatives in the portfolio but also its overall composition. There's no single mix that's universally right. Most established companies err on the side of overloading their innovation pipelines with relatively safe, short-term, and incremental projects that have little chance of realizing their growth targets or staying within their risk parameters. Some spread themselves thinly across too many projects instead of focusing on those with the highest potential for success and resourcing them to win.

These tendencies get reinforced by a sluggish resource-reallocation process. Our research shows that a company typically reallocates only a tiny fraction of its resources from year to year, thereby sentencing innovation to a stagnating march of incrementalism.

Discover

Innovation also requires actionable and differentiated insights-the kind that excite customers and bring new categories and markets into being. How do companies develop them? Genius is always an appealing approach, if you have or can get it. Fortunately, innovation yields to other approaches besides exceptional creativity.

The rest of us can look for insights by methodically and systematically scrutinizing three areas: a valuable problem to solve, a technology that enables a solution, and a business model that generates money from it. You could argue that nearly every successful innovation occurs at the intersection of these three elements. Companies that effectively collect, synthesize, and "collide" them stand the highest probability of success. "If you get the sweet spot of what the customer is struggling with, and at the same time get a deeper knowledge of the new technologies coming along and find a mechanism for how these two things can come together, then you are going to get good returns," says Alcoa chairman and chief executive Klaus Kleinfeld.

The insight-discovery process, which extends beyond a company's boundaries to include insight-generating partnerships, is the lifeblood of innovation. We won't belabor the matter here, though, because it's already the subject of countless articles and books. One thing we can add is that discovery is iterative, and the active use of prototypes can help companies continue to learn as they develop, test, validate, and refine their innovations. Moreover, we firmly believe that without a fully developed innovation system encompassing the other elements described in this article, large organizations probably won't innovate successfully, no matter how effective their insight-generation process is.

Evolve

Business-model innovations-which change the economics of the value chain, diversify profit streams, and/or modify delivery models-have always been a vital part of a strong innovation portfolio. As smartphones and mobile apps threaten to upend oldline industries, business-model innovation has become all the more urgent: established companies must reinvent their businesses before technology-driven upstarts do. Why, then, do most innovation systems so squarely emphasize new products? The reason, of course, is that most big companies are reluctant to risk tampering with their core business model until it's visibly under threat. At that point, they can only hope it's not too late.

Leading companies combat this troubling tendency in a number of ways. They up their game in market intelligence, the better to separate signal from noise. They establish funding vehicles for new businesses that don't fit into the current structure. They constantly reevaluate their position in the value chain, carefully considering business models that might deliver value to priority groups of new customers. They sponsor pilot projects and experiments away from the core business to help combat narrow conceptions of what they are and do. And they stress-test newly emerging value propositions and operating models against countermoves by competitors.

Amazon does a particularly strong job extending itself into new business models by addressing the emerging needs of its customers and suppliers. In fact, it has included many of its suppliers in its customer base by offering them an increasingly wide range of services, from hosted computing to warehouse management. Another strong performer, the Financial Times, was already experimenting with its business model in response to the increasing digitalization of media when, in 2007, it launched an innovative subscription model, upending its relationship with advertisers and readers. "We went against the received wisdom of popular strategies at the time," says Caspar de Bono, FT board member and managing director of B2B. "We were very deliberate in getting ahead of the emerging structural change, and the decisions turned out to be very successful." In print's heyday, 80 percent of the FT 's revenue came from print advertising. Now, more than half of it comes from content, and two-thirds of circulation comes from digital subscriptions.

Accelerate

Virulent antibodies undermine innovation at many large companies. Cautious governance processes make it easy for stifling bureaucracies in marketing, legal, IT, and other functions to find reasons to halt or slow approvals. Too often, companies simply get in the way of their own attempts to innovate. A surprising number of impressive innovations from companies were actually the fruit of their mavericks, who succeeded in bypassing their early-approval processes. Clearly, there's a balance to be maintained: bureaucracy must be held in check, yet the rush to market should not undermine the cross-functional collaboration, continuous learning cycles, and clear decision pathways that help enable innovation. Are managers with the right knowledge, skills, and experience making the crucial decisions in a timely manner, so that innovation continually moves through an organization in a way that creates and maintains competitive advantage, without exposing a company to unnecessary risk?

Companies also thrive by testing their promising ideas with customers early in the process, before internal forces impose modifications that blur the original value proposition. To end up with the innovation initially envisioned, it's necessary to knock down the barriers that stand between a great idea and the end user. Companies need a well-connected manager to take charge of a project and be responsible for the budget, time to market, and key specifications-a person who can say yes rather than no. In addition, the project team needs to be cross-functional in reality, not just on paper. This means locating its members in a single place and ensuring that they give the project a significant amount of their time (at least half) to support a culture that puts the innovation project's success above the success of each function.

Cross-functional collaboration can help ensure end-user involvement throughout the development process. At many companies, marketing's role is to champion the interests of end users as development teams evolve products and to help ensure that the final result is what everyone first envisioned. But this responsibility is honored more often in the breach than in the observance. Other companies, meanwhile, rationalize that consumers don't necessarily know what they want until it becomes available. This may be true, but customers can certainly say what they don't like. And the more quickly and frequently a project team gets-and uses-feedback, the more quickly it gets a great end result.

Scale

Some ideas, such as luxury goods and many smartphone apps, are destined for niche markets. Others, like social networks, work at global scale. Explicitly considering the appropriate magnitude and reach of a given idea is important to ensuring that the right resources and risks are involved in pursuing it. The seemingly safer option of scaling up over time can be a death sentence. Resources and capabilities must be marshaled to make sure a new product or service can be delivered quickly at the desired volume and quality. Manufacturing facilities, suppliers, distributors, and others must be prepared to execute a rapid and full rollout.

For example, when TomTom launched its first touch-screen navigational device, in 2004, the product flew off the shelves. By 2006, TomTom's line of portable navigation devices reached sales of about 5 million units a year, and by 2008, yearly volume had jumped to more than 12 million. "That's faster market penetration than mobile phones" had, says Harold Goddijn, TomTom's CEO and cofounder. While TomTom's initial accomplishment lay in combining a well-defined consumer problem with widely available technology components, rapid scaling was vital to the product's continuing success. "We doubled down on managing our cash, our operations, maintaining quality, all the parts of the iceberg no one sees," Goddijn adds. "We were hugely well organized."

Extend

In the space of only a few years, companies in nearly every sector have conceded that innovation requires external collaborators. Flows of talent and knowledge increasingly transcend company and geographic boundaries. Successful innovators achieve significant multiples for every dollar invested in innovation by accessing the skills and talents of others. In this way, they speed up innovation and uncover new ways to create value for their customers and ecosystem partners.

Smart collaboration with external partners, though, goes beyond merely sourcing new ideas and insights; it can involve sharing costs and finding faster routes to market. Famously, the components of Apple's first iPod were developed almost entirely outside the company; by efficiently managing these external partnerships, Apple was able to move from initial concept to marketable product in only nine months. NASA's Ames Research Center teams up not just with international partners-launching joint satellites with nations as diverse as Lithuania, Saudi Arabia, and Sweden-but also with emerging companies, such as SpaceX.

High-performing innovators work hard to develop the ecosystems that help deliver these benefits. Indeed, they strive to become partners of choice, increasing the likelihood that the best ideas and people will come their way. That requires a systematic approach. First, these companies find out which partners they are already working with; surprisingly few companies know this. Then they decide which networks-say, four or five of them-they ideally need to support their innovation strategies. This step helps them to narrow and focus their collaboration efforts and to manage the flow of possibilities from outside the company. Strong innovators also regularly review their networks, extending and pruning them as appropriate and using sophisticated incentives and contractual structures to motivate high-performing business partners. Becoming a true partner of choice is, among other things, about clarifying what a partnership can offer the junior member: brand, reach, or access, perhaps. It is also about behavior. Partners of choice are fair and transparent in their dealings.

Moreover, companies that make the most of external networks have a good idea of what's most useful at which stages of the innovation process. In general, they cast a relatively wide net in the early going. But as they come closer to commercializing a new product or service, they become narrower and more specific in their sourcing, since by then the new offering's design is relatively set.

Mobilize

How do leading companies stimulate, encourage, support, and reward innovative behavior and thinking among the right groups of people? The best companies find ways to embed innovation into the fibers of their culture, from the core to the periphery.

They start back where we began: with aspirations that forge tight connections among innovation, strategy, and performance. When a company sets financial targets for innovation and defines market spaces, minds become far more focused. As those aspirations come to life through individual projects across the company, innovation leaders clarify responsibilities using the appropriate incentives and rewards.

The Discovery Group, for example, is upending the medical and life-insurance industries in its native South Africa and also has operations in the United Kingdom, the United States, and China, among other locations. Innovation is a standard measure in the company's semiannual divisional scorecards-a process that helps mobilize the organization and affects roughly 1,000 of the company's business leaders. "They are all required to innovate every year," Discovery founder and CEO Adrian Gore says of the company's business leaders. "They have no choice."

Organizational changes may be necessary, not because structural silver bullets exist-we've looked hard for them and don't think they do-but rather to promote collaboration, learning, and experimentation. Companies must help people to share ideas and knowledge freely, perhaps by locating teams working on different types of innovation in the same place, reviewing the structure of project teams to make sure they always have new blood, ensuring that lessons learned from success and failure are captured and assimilated, and recognizing innovation efforts even when they fall short of success.

Internal collaboration and experimentation can take years to establish, particularly in large, mature companies with strong cultures and ways of working that, in other respects, may have served them well. Some companies set up "innovation garages" where small groups can work on important projects unconstrained by the normal working environment while building new ways of working that can be scaled up and absorbed into the larger organization. NASA, for example, has ten field centers. But the space agency relies on the Ames Research Center, in Silicon Valley, to maintain what its former director, Dr. Pete Worden, calls "the character of rebels" to function as "a laboratory that's part of a much larger organization."

Big companies do not easily reinvent themselves as leading innovators. Too many fixed routines and cultural factors can get in the way. For those that do make the attempt, innovation excellence is often built in a multiyear effort that touches most, if not all, parts of the organization. Our experience and research suggest that any company looking to make this journey will maximize its probability of success by closely studying and appropriately assimilating the leading practices of high-performing innovators. Taken together, these form an essential operating system for innovation within a company's organizational structure and culture.

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Strategic and organizational factors are what separate successful big-company innovators from the rest of the field.

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O ROI da inovação aberta não pode ser medido apenas com uma única métrica financeira.

Para medir o ROI da inovação aberta, defina métricas para cada etapa: entradas, processo, saídas e resultados.

Aprenda a customizar as métricas de acordo com as necessidades do projeto.

Não é possível saber de antemão os projetos vencedores, você só consegue influenciar o processo, não o resultado.

A contabilidade da inovação

Medir o ROI da inovação aberta é um desafio

Prever o retorno sobre o investimento de um projeto rotineiro, que conta com um longo histórico de dados, é um desafio. Já dentro de um ambiente cercado de incertezas, como o da inovação, é um exercício de futurismo que necessita de orientações e ferramentas diferentes

Na prática, quando um projeto de inovação aberta ou fechada surge, ele passa pela análise dos gestores, que seguem o processo de aprovação padrão. Em geral, a primeira pergunta "é quanto vai custar?" e a segunda "qual será será o retorno sobre o investimento?"

Seguindo esse raciocínio, os autores do projeto realizam uma apresentação, que entrega os resultados esperados. O desenho da proposta é feito de uma maneira para que ele seja aprovado pelo sistema, assim como um estudante escreve uma redação para satisfazer o examinador e não para expor de fato uma opinião sincera.

Mesmo que a análise sobre o projeto seja feita sem grandes manipulações ou por uma parte independente, ainda assim, a previsão pode ser equivocada. Isso porque é da natureza dos projetos de inovação terem incertezas por estar fazendo algo novo.

As mesmas práticas que escalam e tornam uma empresa bem-sucedida, ou seja, a capacidade dela em estabelecer previsões e metas para projetos, são as que provocam sua estagnação a longo prazo.

Isto acontece porque os times de inovação tendem a seguir o caminho do incrementalismo na escolha dos projetos. E mais, as ideias que não batem com os critérios de avaliação tendem a não avançar por conter uma incerteza muito grande.

Apontado o problema, temos que fornecer alguma alternativa de mensuração, já que deixar a inovação para o acaso tem seus próprios problemas.

Definindo ROI da inovação aberta

Quais são as métricas para mensurar o ROI da inovação aberta?

A resposta mais honesta é que depende da situação. A EY elaborou um guia geral de como medir a inovação aberta. Mas vale ressaltar que ao longo do guia os próprios autores chamam atenção ao fato de que é uma disciplina emergente e tende a não existir uma orientação absoluta de como medir o sucesso dos projetos de inovação aberta.

O estudo considera quatro tipos de métricas:

KPIs de entrada: medem os elementos de entrada dentro de um projeto, tais como recursos humanos ou financeiros.

KPIs de processo: são usados para transformar entradas em saídas e para melhorar a eficiência do processo de inovação: como variações de tempo, variações de orçamento, relação de erro, etc.

KPIs de saída: medem os efeitos das atividades de desenvolvimento dentro de um processo de inovação: número de idéias, número de patentes, número de publicações, etc.

KPIs de resultados: visam determinar o valor de uma inovação em termos de indicadores de desempenho econômico e de mercado.

Dan Toma, coautor do livro The Corporate Startup e especialista em guiar grandes organizações a gerir inovação, insiste que é preciso analisar mais o processo de inovação como forma de maximizar os resultados. As métricas financeiras mostram apenas o resultado final de um projeto, que é influenciado por fatores além dos indicados na entrada.

Na obra, Dan Toma e seus co-autores analizam como desenvolver um ecossistema de inovação. crédito: Amazon

Os gestores precisam aprender que eles não podem influenciar no ROI da inovação aberta, somente no processo.

Nos estágios iniciais de uma oportunidade de inovação, não faz sentido olhar para o retorno da inovação, devemos nos concentrar-se em validar incrementalmente a tese por trás do investimento.

Customize sua mensuração para o contexto

De maneira didática, imagine que você é gestor de uma empresa de cosméticos e tem dois ou três projetos de inovação aberta competindo por financiamento.

Todos pedem em torno de R$ 500 mil para serem financiados. Se já aprendemos que não faz sentido confiar em estimativas de retorno, o que medir então?

O projeto 1 pretende desenvolver um novo produto em parceria com uma startup. Promete uma nova forma de pintar o cabelo, não exigindo descoloração.

Trata-se de uma ideia bastante impactante para o mercado de tinturas, uma vez que a maioria das soluções atuais exigem que se clareie químicamente os fios naturais para, depois, atingir a cor desejada.

Esse projeto exige que você analise a viabilidade de demanda. Para testá-la, você pode disponibilizar R$ 5 mil (KPI de entrada) para realizar pesquisas com clientes e de marketing e validar essa hipótese.

Se os KPIs de saída forem positivos, pode-se disponibilizar mais R$ 10 mil para produzir um lote experimental para um grupo de clientes e lojas distribuidoras. Com o feedback dos clientes e das lojas, você disponibiliza ainda mais recursos para escalar o projeto.

O projeto 2 pretende investir R$ 500 mil para encontrar uma solução que automatize parte do processo de armazenamento e logística. É preciso entender neste caso, se os robôs responsáveis pela tarefa serão tão eficientes quanto os fabricantes afirmam, além de pensar em questões como o risco e adaptação dos funcionários.

Para validar a hipótese sobre a viabilidade técnica da inovação, oferece-se então R$ 6 mil para implementar o processo em três unidades de fornecedores diferentes.

O teste pretende colher os resultados de eficiência. Se der certo, a empresa pode investir mais dinheiro para automatizar o resto do processo.
Rodada 1 de Investimento
Na primeira roda de investimentos vemos que os projetos ainda precisam comprovar hipóteses críticas a seu desenvolvimento. Por isso ainda não temos as métricas de resultados.
Rodada 2 de investimento Em ambos os projetos, só após resultados preliminares e um bom avanço na jornada, é que de fato as previsões do retorno sobre o ROI da inovação aberta podem ser avaliadas para uma nova rodada de investimentos.
Usa-se métricas próprias para o contexto do projeto e o investimento é feito por rodadas, partindo da lógica de venture capital, onde os investimentos são incertos demais para previsões tradicionais. Aplica-se, portanto, recursos gradualmente maiores de acordo com o progresso demonstrado.

Conclusão

Assim como qualquer processo organizacional, a inovação aberta deve ser gerenciada por meio de métricas de desempenho, que têm características particulares devido ao objeto de mensuração ser um fenômeno complexo e muitas vezes imprevisível. Por isso, a mensuração do retorno sobre o investimento da inovação aberta, em geral, não é adequada quando medida sozinha.

Outra forma de medir o ROI da inovação aberta, é enxergar o assunto na perspectiva de apetite ao risco e de disrupção que a empresa tem. Quanto menos a empresa investe em observar as mudanças de tendências e apostar em projetos, mais ela fica sujeita à disrupção.

Quer começar a gerenciar seu processo de inovação aberta para encontrar as melhores oportunidades de investimento com seus parceiros estratégicos? A SENNO possui um aplicativo completo para coletar, selecionar e avaliar ideias.

Entre em contato agora com nosso time de consultores, nós vamos te ajudar a medir o ROI da inovação aberta.

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Como medir o ROI da inovação aberta | SENNO

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O ROI da inovação aberta não pode ser medido apenas com uma única métrica financeira. Para medir o ROI da inovação aberta, defina métricas para cada etapa: entradas, processo, saídas e resultados. Aprenda a customizar as métricas de acordo com as necessidades do projeto.

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Futurepedia - The Largest AI Tools Directory | Home

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Futurepedia is the largest AI tools directory. Browse 350+ AI tools in various categories like marketing, image generation and video editing. Search and filter the tools by categories, pricing and features.

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If you already speak English and, want to know more about pronunciation and phonetics, I recommend this book. Also, you can watch my videos about it on Youtube, there is a playlist there. Good studies. My channel is Solte a Língua. Good studies 😉

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Institute for the Future (IFTF) is the world's leading futures organization. Our mission is to prepare the world to create better, more equitable futures by disrupting short-term thinking with visions of transformative possibilities.

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Institute for the Future has spent over 50 years helping people prepare for what comes next.

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We collect and curate the newest articles, videos, podcasts, and webinars worldwide and offer them in newsletters and in our Slack community. As evidence of their continuous learning, our members earn diplomas across different roles and many topics.

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We collect and curate the newest articles, videos, podcasts, and webinars worldwide and offer them in newsletters and in our Slack community. As evidence of their continuous learning, our members earn diplomas across different roles and many topics.

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Education + Training - Volume 1 Issue 1 to Volume 64 Issue 6

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Hub digital onde pessoas, comunidades e organizações se conectam com o propósito de catalisar ideias e soluções colaborativas para os desafios atuais e futuros dos mercados e sociedade brasileira.

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Conectando entusiastas à tecnologia do futuro. Todas as terças e quinta-feiras, às 12:12, mostraremos as infinitas e ótimas oportunidades que a blockchain traz. Venha fazer parte desse movimento! Click to read The Block Point, a Substack publication with hundreds of readers.