ideation

  • I strongly believe in the promise of technology, when directed toward the right ends, to lead to a genuinely better world for all. But I would estimate that ninety-nine percent of technologies created today only create new addictions. They “improve” our lives only in the sense that they become our new baseline of expectation, ultimately creating new barriers to contentment.

    There are technologies, like medicine, which truly improve life for people. But most of the technologies which can actually serve this end effectively are psychotechnologies. We need tools and methods for cultivating robust well-being and self-mastery. We need to find and provide the keys to the kind of flourishing which is less dependent on external things, not more dependent on them.

    If we want to truly improve the world, we need to train people to build systematically better minds – our emphasis on “making people happy” needs to shift to “making happy people.”

    — Designing the Mind: The Principles of Psychitecture by Ryan A. Bush

  • Work for goals that you and your organization are excited about and think about how your tasks connect to those goals. If you’re focused on the goal, excited about achieving it, and recognize that doing some undesirable tasks to achieve the goal is required, you will have the right perspective and will be appropriately motivated.

    If you’re not excited about the goal that you’re working for, stop working for it. Personally, I like visualizing exciting new and beautiful things that I want to make into realities. The excitement of visualizing these ideas and my desire to build them out is what pulls me through the thorny realities of life to make my dreams happen.

    — Principles: Life and Work by Ray Dalio

  • User research is all about insights, which is why I’m such a fan of having strong user researchers in the organization. Mostly the insights they generate are qualitative and therefore not “statistically significant,” but don’t let that bother you — qualitative insights are often profound and can literally change the course of your company.

    The user research community generally breaks down insights into two types. The first is evaluative, which essentially means, what did we learn from testing out this new product idea? Did it work or not, and if not, why not? The second type of insights are generative. This means, did we uncover any new opportunities that we aren’t pursuing, but maybe we should?

    — EMPOWERED: Ordinary People, Extraordinary Products (Silicon Valley Product Group) by Marty Cagan

  • Functionality, design, and technology are inherently intertwined. In the old waterfall model, the market drove the functionality (aka the requirements), which drove the design, which drove the implementation. Today, we know that the technology drives (and enables) the functionality as much as the other way around. We know that technology drives (and enables) design. We know that design drives (and enables) functionality.

    You don’t have to look further than your own phone to see numerous examples of both. The point is that all three of these are completely intertwined. This is the single biggest reason we push so hard for the product manager, product designer, and tech lead to sit physically adjacent to each other.

    — INSPIRED: How to Create Tech Products Customers Love (Silicon Valley Product Group) by Marty Cagan

  • While product strategy starts with focus, it then depends on insights. And insights come from study and thought. These insights come from analyzing the data and from learning from our customers. The insights might pertain to the dynamics of our business, our capabilities, new enabling technologies, the competitive landscape, how the market is evolving, or our customers.

    — EMPOWERED: Ordinary People, Extraordinary Products (Silicon Valley Product Group) by Marty Cagan

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