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Sun Mar 22 15:25:35 HKT 2020
From /weblog/business
Using game as training - http://cn.wsj.com/big5/20120514/eoe080717.asp?source=rss , and drawing for communication - http://cn.wsj.com/big5/20120514/eoe082405.asp?source=rss No control, but empower - http://www.michelemmartin.com[..]01/some-thoughts-on-managing-people.html 10 rules of success, not really very insighful ideas but still nice to take a look: http://draginol.joeuser.com/articles.asp?c=1&AID=114319 Another 10 tips for product manager - http://www.brainmates.com.au/?p=109 An interesting example of how people gaming the reward system - http://www.joelonsoftware.com/items/2007/05/10.html Interview of Jeff Bezos and learn about his management style - http://www.fastcompany.com/magazine/85/bezos_4.html Dos and Don'ts for line manager - http://blog.jezhumble.net/?p=29 8 elements of dysfunctional management - http://jchyip.blogspot.com[..]lements-of-dysfunctional-management.html Talk verse Action: All Talk and No Action - http://www.thekua.com[..]ectives-go-wrong-all-talk-and-no-action/ All Action and No Talk - http://www.thekua.com[..]ectives-go-wrong-all-action-and-no-talk/ A suggestion of taking the balance - http://www.scrumalliance.org/articles/61 Discussion about issues of managing remote teams - http://inhumanresources.blogspot.com/2008/01/1.html Team building with the way of "pointy haired boss" ?? - http://manincentral.blogspot.com/2008/02/blog-post_12.html Promote the problem maker to make them better?? Is that work? - http://manincentral.blogspot.com/2008/02/blog-post_16.html May be it is true that problem maker are innovator, give them more work and reward can change their negative performance to more than expected positive performance. The most consistent and intense complaint from team members was that their team leaders were unwilling to confront and resolve problems associated with poor performance by individual team members. http://www.codinghorror.com/blog/archives/001154.html Manage to learn - http://www.ft.com[..]dd-80e9-0000779fd18c.html?nclick_check=1 Suggestion about how to delegate to other, spend time to explain to vision - http://www.kui.name[..]E6%88%96%E8%80%85%E5%B4%A9%E6%BD%B0.html Allocate free time to employee is good for company - http://www.codinghorror.com[..]12/08/today-is-goof-off-at-work-day.html What management should be - http://www.jrothman.com[..]-people-can-you-manage-as-a-manager.html 1. 清楚意識到您的創新意圖 2. 為彈性的工作時間設計一個架構 ３、涉入，然後再把手收回去 4. 測量什麼是有意義的 5. 給予「無實質價值」的報酬 6. 象徵化 7. 不是標準化地複製他人的創新行為 http://www.inside.com.tw/2014/01/15/6-way-innovation-culture http://www.fastcodesign.com[..]6-ways-to-create-a-culture-of-innovation 1. 在公司裡跟別人吐露的心事越少，對你越好。你以為是無傷大雅的閑聊，其實有可能會造成嚴重傷害。把你的猜測和擔憂都埋在心裡吧。 2. 務必管理好和下屬的關系。花時間和公司裡的較低層員工在一起，盡量對他們友好。對電梯操作員禮貌問候，對郵遞員表示感謝，對助理說句友善的話，這些都會得到讚賞。打造名譽要從基層做起。同樣的，碰到不爽的事情，要自己消化情緒，不要在別人面前發泄。 3. 做領導是一份全職工作，職責的時鐘永不停止。每個微小的跡象都會被解讀，你的不耐煩、失望或不安全感都會被那些解讀你的人放大。不應做出隨意、毫無準備的坦白，信息必須經過深思熟慮才能發出。要特別小心書面的東西，尤其是電子郵件──它們永遠都不會消失。 4. 保持聆聽並索取建議。每周至少在公司餐廳吃一次午飯，或者時不時在咖啡機旁逗留，聽聽其他人都在聊些什麼。如果有人想跟你說話，那就沒有理由不聽。如果有人批評，即使你不讚同也要花時間仔細回應。 5. 你覺得很風趣的俏皮話通常並不風趣。你的幽默感很容易被解讀為自傲和笨拙。如果你仍然以為講笑話或引用某個幽默故事對陳述觀點很重要，那麼請先跟你的配偶或信任的朋友演練一遍。幽默是有風險的。千萬不要拿嚴肅的事情開玩笑。 6. 很重要的一點是，保証重要事務的重要性。應該經常解釋你的戰略，可以換個措辭，但要反復強調。 7. 絕不要抱怨和解釋，沒有人會聽。出了差錯就承擔責任。不要把錯誤怪到前幾屆管理層、天氣、運氣不好或競爭對手身上。但也不要露出防御姿態。向前看──除非上級要求你辭職。 8. 信任你的專業顧問，接受他們的專業意見。不要對市場做過多猜測。沒有所謂的完美數據。做出決策，往前走。 9. 謹慎使用“平均”這個詞──平均深度為6英寸河也可能淹死人。欣然接受“平均”，只會獲得虛假的安全感。假設最糟糕的情況會發生，因為通常就是如此。 10. 最後這條是陳詞濫調，但卻是至理真言：絕不要做或說你不希望在報紙頭條看到的事情。和媒體打交道時，不要回答假設性的問題，謹記麥克風永遠不會真正關閉，絕不要同意“私下”談。對一場危機唯一值得做的公開回應是誠實。 http://cn.wsj.com/big5/20140318/eoe074616.asp?source=rss http://online.wsj.com[..]0001424052702303519404579353060931625306 給新手高管的10條建議 - http://cn.wsj.com/big5/20140318/eoe074616.asp?source=rss http://jchyip.blogspot.com[..]/causes-and-solutions-for-bystander.html 以競爭激發員工潛力有其道理，但就我過往所見，鼓催互鬥文化往往淪為非實力較量，最後變成內部互搞小動作放毒箭，對公司產生最嚴重的破壞 － 內耗。 - http://thehousenewsbloggers.net[..]%84%EF%BC%9F%EF%BC%8F%E5%BE%90%E7%B7%A3/ Good developer cannot be good manager? - http://discuss.joelonsoftware.com/default.asp?joel.3.172310 Manager guide in google - https://www.infoq.com/news/2017/02/google-managers Every person is a vector — add them all up, and you know how much progress your company is going to make. - https://thinkgrowth.org[..]me-about-growing-a-business-c2c173f5bff3 The Seven Habits of One Highly Effective Manager of Managers: Things I Learned from Charity Majors - https://honkathon.com/2019-12-19-seven-habits https://codahale.com/work-is-work/
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Wed Jan 22 20:38:44 HKT 2020
From /weblog/business
P2P filesharing can actually helping music sell, according to this article, if there is large amount of people download, this is a very good marketing tools - https://theecommmanager.com/what-happened-long-tail/ After you spend so much effort of promoting your product, may be you miss promoting your product to YOU?? And there are millions of YOU all over the earth? http://software.ericsink.com/entries/Note_to_self.html promotion, mix with free service and love - http://blogs.zdnet.com/ip-telephony/?p=1588 Name is important - http://www.goodproductmanager.com[..]4/pick-the-right-name-for-your-projects/ Sometime, it would be a nice promotion of comment your product in negative way, some how - http://www.codinghorror.com/blog/archives/000971.html?r=11182 The official definition is that marketing creates demand, while sales fulfils demand, how Joel demo software - http://www.joelonsoftware.com/items/2007/11/16.html First to release may be worst than the 2nd one - http://www.goodproductmanager.com[..]window-as-part-of-your-product-strategy/ Timing is VERY important Guessing if we have short and frequency release, we don't need to save any features. However, in case if our release cycle still long and big, this may be a good idea. - http://www.goodproductmanager.com[..]2009/11/10/save-some-features-for-later/ Learning US. style of marketing - http://cn.wsj.com/big5/20131204/eoe072653.asp?source=rss Analysis why ice-bucket-challenge can be so popular - http://www.inside.com.tw[..]/26/ice-bucket-challenge-viral-marketing
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Mon Sep 30 13:28:18 HKT 2019
From /weblog/business
She, start her career as beautician, and end as CIO - http://www.informationweek.com[..]rintableArticle.jhtml?articleID=47902662 Tom hardware sold for US$15-20 Million... I guess this is successful? http://mashable.com/2007/04/08/toms-hardware/ Successful story of local store - http://hk.knowledge.yahoo.com/question/?qid=7006092303309 Not rich not famous, why programming? - http://steve-yegge.blogspot.com[..]06/07/get-famous-by-not-programming.html Way to success in career, proactive and not too aggressive - http://cn.wsj.com/big5/20110120/eoe083608.asp 7. I think I know why I admire micro-ISVs. Some of my fascination with micro-ISVs is rooted in my wonderings about the path of my career over the long term. When I was 22, I believed that I could write code until age 65. I saw no reason why I could not be a software developer for my entire professional career. Some folks told me that being a coder is a burnout job, but I didn't believe them. I am 36 now, and I think I have a better understanding of things. I am starting to realize that someday I may actually want to make a career change. I am trying to picture myself running an ISV when I am 55, but I just don't see it. Running a company can be awfully stressful sometimes. Will I still want to be doing this in two more decades? My prospects for a second career are bleak. The cold reality is that I only know how to do one thing. Instead of looking for a second career, maybe I should be looking for a way to stay in software. This is one of the things I like about micro-ISVs. The lifestyle looks very different. The workflow looks like it might be a lot less stressful. Running a micro-ISV looks more like a marathon and less like a sprint. At my recent lunch with Thomas Warfield (Pretty Good Solitaire), I asked him if he thought he could still be running his micro-ISV at age 50. He said yes. Warfield is 40 now, so this is not the perspective of a naive young person just getting started. I believe him, and his answer makes me wonder if somebody I will be running some sort of a micro-ISV as my full-time job. http://msdn.microsoft.com[..]-us/dnsoftware/html/software10012004.asp 而其他實際上更重要的，卻很少被認真考量，比如牙齒接觸到那些金屬餐具的感覺，或是人們將餐具拿在手裡的平衡感。每件餐具的持續可用性也很重要，餐具的防滑性，它和食物的摩擦等等。- http://www.inside.com.tw/2012/11/12/dustin-curtis-the-best 探秘麥肯錫如何“無私”崛起, a lot about how they dress? - http://cn.wsj.com/big5/20130918/eoe073009.asp?source=rss 賈伯斯、坎貝爾、葛洛夫三位大師教我的事 - http://www.inside.com.tw/2016/04/14/jobs-campbell-grove https://medium.com[..]productivity-not-efficiency-4ed4fe9a454f 【康揚】攜手中國山寨商，「反著做」前進印度市場！「比修正錯誤的速度」，嘉義輪椅王賣到40國 - https://yaoindia.com/archives/28634
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Mon Apr 16 12:54:25 HKT 2018
From /weblog/business
Why we should start small - http://spin.atomicobject.com[..]3/11/01/minimum-viable-product-benefits/ http://www.yegor256.com[..]4/10/20/how-we-write-product-vision.html Most of product development is the middle part: the messy, weird, unintuitive place where you and your team are making hundreds of small decisions. If you are not looking to real people by continuously conducting user research and running hypothesis-driven tests, you’ll slowly (and with growing confidence) get far away from your actual goal: Making a product for real people. - https://medium.com[..]-things-come-to-think-of-it-42fa3d7cb415 Naming can be difficult - https://www.inside.com.tw/2018/04/16/company-name-is-big-deal
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Wed Mar 22 00:08:56 HKT 2017
From /weblog/business
Tips for getting the most from meeting - http://cn.wsj.com/big5/20120224/eoe082439.asp?source=rss No meeting should ever be more than an hour, under penalty of death. Every meeting should have a clearly defined mission statement. Do your homework before the meeting. Make it optional. Summarize to-dos at the end of the meeting. http://www.codinghorror.com[..]/02/meetings-where-work-goes-to-die.html Good and bad thing from meeting - http://www.targetprocess.com/blog/2013/01/meetings-are.html 「兩個披薩」和「六頁備忘錄」, meeting attendant should not eat more than 2 plazas and the discussion item should not more than 6 pages - http://www.businessinsider.com.au[..]zza-rule-for-productive-meetings-2013-10 http://www.inside.com.tw[..]zza-rule-for-productive-meetings-2013-10 http://softwaredevelopmenttoday.blogspot.ch[..]ve-signs-your-meetings-are-waste-of.html <- I like this one: "Sign 4: Someone asks: "who will document the results of this meeting?"" 上班族必學-在會議中教人刮目相看的十招, I double if it working...... - http://thehousenews.com[..]%B8%E7%9C%8B%E7%9A%84%E5%8D%81%E6%8B%9B/ http://www.yegor256.com[..]7/13/meetings-are-legalized-robbery.html A team might agree around the conference table, but then express doubts in the “safer” environment of the hallway or coffee shop. - https://marketoonist.com[..]14/03/the-meeting-after-the-meeting.html
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Wed Dec 25 01:14:55 HKT 2013
From /weblog/business
認真觀察之後，你得有自己獨到的洞見，而不只是一些既定現實。Krieger稱他最喜歡的「洞見」定義就是：那些讓你激動不已、希望跟地鐵上的陌生人分享的東西。 從舊有的經驗出發：創業公司很忌諱處在「尋找問題」的階段，不要去憑空設想一個問題，想想過去你曾經思考過的，在這些領域你有更多的了解。 知道自己有什麼不同之處：明白自己的創業公司跟別人有什麼不同，弄清為什麼現在是一個特殊的機會。 先畫草圖再寫程式：Instagram的另一名創始人Systrom經常會拿著iPhone設計紙板，去咖啡館坐著，然後一起討論哪些功能要保留、哪些要刪掉。也許你會浪費掉幾張設計紙板，但是不會浪費幾週時間去寫代碼。 每週進步一點：我們一直在問自己這些問題，「使用者會喜歡行動分享照片嗎？我們可以做出一些看起來不錯的濾鏡嗎？」花上一周時間調查，週五有了結論之後，下週繼續。 在日常生活場景中驗證功能：Krieger稱之為「酒吧檢測」，將某個功能解釋給酒吧裡的陌生人聽，如果對方聽不懂，那就表明需要簡化。不要只是找你周圍的技術咖測試新功能。 知道何時應該轉型：雖然現在Pivot（轉型）已經不是什麼好詞了，但是當你發現已經沒有什麼問題可以解決，那就是該轉型的時候到了。 社群原型測試：沒必要一開始就寫出所有的程式，你可以隱藏在幕後做人工測試。Instagram的早期版本中曾考慮加入這樣的一個功能：當你的朋友加入時給你提醒。Krieger沒有直接把這個功能做出來然後測試，而是用人工方式手動給使用者發送通知，結果會員的反應不理想，於是這個功能就沒有做了。「我們一行程式都沒寫，所以一行程式也不用刪了。」 與你的使用者保持順暢的溝通：不要用幾個月時間埋頭做產品，卻不知道這個功能到底是不是使用者需要的。 http://www.inside.com.tw[..]ciples-for-building-products-people-want Similar concept - http://michael.nona.name/archives/useful-for-self-is-not-enough/ ==== 宜家是如何賣出1.5億個肉丸的？ - http://cn.wsj.com/big5/20131017/lif143432.asp?source=rss ==== How big data make 餘額寶 real, 余額寶等活期存款所面臨的主要風險是流動性問題。由于儲戶可以隨時把錢取出來，銀行手上要持有足夠的現金來應對儲戶取款，如果取款量突然超過預期，銀行還必須有辦法在很短的時間內動用更多的資金。活期存款提供給儲戶的回報通常較低，因為持有大量現金和流動資產對銀行來說并不是特別的賺錢。 阿里巴巴認為，它能夠利用自己的大數據將余額寶資金投資于回報更高的資產中，同時仍能夠管理流動性風險。換而言之，它認為自己能夠預測用戶何時會把錢在余額寶賬戶和支付寶賬戶之間轉進轉出。支付寶賬戶可以用來在阿里巴巴銷售平台上購買商品。影響這些賬戶之間資金流動的因素是儲戶是希望買東西，還是把錢存起來以備未來買更多的東西。 http://cn.wsj.com/big5/20131108/rec080149.asp?source=rss http://online.wsj.com[..]0001424052702304672404579181251491832712 亞馬遜最厲害的武器——貝索斯的偏執 - http://cn.wsj.com/big5/20131114/cgq140908.asp?source=rss http://www.inside.com.tw[..]os-looks-to-the-future-on-cvs-60-minutes ==== http://wired.tw/2013/11/11/steve-jobs-ipad/index.html http://www.businessinsider.com/jony-ives-power-at-apple-2013-11 ==== Promote the idea before actually building it - http://www.infoq.com/articles/sell-before-you-build
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