4 月阅读
- Source code: My beginnings
- 变形记
- 另一种设计
- 仿真人会梦见电子羊吗
- 设计时重要的事
- 银河帝国 7：基地与地球
- 习惯的力量
- 银河帝国 8：我，机器人
- 银河帝国 9：钢穴
- 银河帝国 10：裸阳
- 银河帝国 11：曙光中的机器人
- 银河帝国 12：机器人与帝国
- 银河帝国 13：繁星若尘
- 银河帝国 14：星空暗流
- 银河帝国 15：苍穹一粟
推荐的书：
- Source code: My beginnings：比尔盖茨的回忆录，各种一手的故事
- 银河帝国：再次推荐。看三体已经很震撼了，看银河帝国才知道，原来三体里有很多设定，算是致敬了银河帝国
主力手机的锁屏界面和首页 [偷笑] 喜欢这样
Buffer 创始人 Joel Gascoigne 的一些基本信息 https://joel.is/ https://x.com/joelgascoigne https://www.linkedin.com/in/joelgascoigne/
20VC 在 2019 年的采访 https://open.spotify.com/episode/7c27phaKTTzhhERXrh0uQQ
Building a remote, profitable, transparent and sustainable company https://www.youtube.com/watch?v=gSmAarjxiQY
Defaulting to Transparency with Joel Gascoigne https://www.youtube.com/watch?v=zihHeet-lVM
想到了两首宋词，有点感受到时间的力量。
虞美人·听雨 蒋捷〔宋代〕
少年听雨歌楼上，红烛昏罗帐。壮年听雨客舟中，江阔云低、断雁叫西风。 而今听雨僧庐下，鬓已星星也。悲欢离合总无情，一任阶前、点滴到天明。
丑奴儿·书博山道中壁 辛弃疾〔宋代〕
少年不识愁滋味，爱上层楼。爱上层楼，为赋新词强说愁。 而今识尽愁滋味，欲说还休。欲说还休，却道“天凉好个秋”。
真是左右为难呀。
Historically, Intuit products had dominated their markets by being significantly easier to use than competitors’. But soon competitors were catching up, so Intuit launched an effort to improve ease of use and NPS. It spent even more time with customers, observed detractors, and redesigned products. “We put a big focus on making our products easier to use,” says Kaaren Hanson, design vice-president. “And when this company decides to go after something, we do it. So we pulled the lever.” But these traditional management moves failed to move the meter. “Our net promoter scores didn’t budge,” Hanson says. “And it didn’t result in a big jump in sales, which is what we expected. We pulled the damn lever, and nothing happened.”
In other areas of the company, customer response to new products was especially disappointing. “We were humbled when we looked back at ten years of innovation,” says CEO Brad Smith, who took over for Steve Bennett in 2008. “We’d launched fifty-four products, and fewer than five had achieved any commercial success, measured by revenue or profit. And we were bad at shutting down the failures. When we did, we got labeled as not being patient enough.”
在贝莱看来，奥罗拉人之所以对机器人越来越讲人道，似乎并非由于认同广义的人道精神，而是他们不想承认机器人的机器本质，于是干脆将两者一视同仁，这么一来，人类必须依赖人工智能这个令人不快的事实就消失于无形了。
Bezos encourages employees to search broadly despite criticism that Amazon is not focused enough. “Every new business we’ve ever engaged in has initially been seen as a distraction by people externally, and sometimes even internally,” says Bezos. “They’ll say, ‘Why are you expanding into media products? Why are you going international? Why are you entering the marketplace business with third-party sellers?’ We’re getting it now with our new infrastructure web services. ‘Why take on these new developer customers?’ ”Bezos adds that most companies’ big errors have been acts of omission and not acts of commission: “It’s the opposite of sticking to your knitting. It’s when you shouldn’t have stuck to your knitting and you did,” he says. “It’s very fun to have a culture where people are willing to take these leaps. It’s the opposite of the ‘institutional no.’ It’s the institutional yes. People at Amazon say, ‘We’re going to figure out how to do this.’”
In 2010 Paranjpe launched a three-phase initiative called Project Bushfire, with the goal of getting every employee—more than fifteen thousand people in India alone—to visit customers in their workplaces and homes.
每位同事都当客服？或者每位同事都要访谈用户？那种方式对了解业务、了解客户最有帮助？
There are three testing modes based on modes of learning under uncertainty: abductive, inductive, and deductive logic.
Questions to Ask When Creating Facebook Micro-Content
Is the text too long? Is it provocative, entertaining, or surprising? Is the photo striking and high-quality? Is the logo visible? Have we chosen the right format for the post? Is the call to action in the right place? Is this interesting in any way, to anyone? For real? Are we asking too much of the person consuming the content?
//一般来说，破坏性创新并不涉及特别复杂的技术变革，其主要表现形式就是将成品元件组装在一起，但相比之前的产品，产品结构通常会变得更加简单。破坏性创新并不能为主流市场的客户提供更好的产品，因此这种创新首先发生在主流市场的可能性很小。相反，破坏性创新提供的是一种完全不同的产品组合，只有远离主流市场或对主流市场没有太大意义的新兴市场，客户才会重视这些产品组合的属性。
这是有点反直觉的。
陈虻：当你觉得不会干的时候，是观众觉得刺激和新鲜的时候；当你觉得驾轻就熟的时候，是观众看厌了的时候。如果观众还在看，而创作人员已经没有了创作激情，那么这个节目很快就会垮掉。现在我们的创作人员有一种焦虑、有一种不满，我觉得这正是一个很好的状态。如果对自己的东西特满意，我觉得也就离死不远了。
The next day I went to Ehud and Amir, and I said, “Let’s make Waze the best working place we ever had.” They liked the idea and we defined what it would look like. What mattered for us was that: (1) we support employees and drivers, (2) the founders vote as a single person, and (3) we fire fast if someone doesn’t fit into our culture.
这个就是知识星球对 AI 虽然做了很多探索，但是迟迟不敢放到产品里的原因之一呀。
Project teams had truly mastered “going broad”; they were good at generating lots and lots of ideas . . . But teams did a bad job of picking the best ideas to work on because our selection criteria were generally faulty. The problem stemmed from the team voting on ideas, a classic design thinking approach . . . The ideas with the most votes get explored further. But it turns out that people often vote for what is easy to implement and familiar, and that rarely yields ideas that will surprise and delight customers.
Always bring in early majority users as soon as possible to gather feedback. Recall that they are not going to show up by themselves; you will need to encourage them to try your product.
这也是用户群的重要性。
陈虻说，现在我们有很多纪录片热衷于讲述一个悲欢离合的故事，如果仅仅是这样一个故事，而没有和大的文化背景、时代背景、民族命运相关联的话，其实是背离了纪录片的本源。因为故事片更好看，更能使人动情。现在我们需要解决的一个问题就是：因为走得太远，以至于忘了我们为什么要出发。当我们认真地去研究怎样去拍纪录片的时候，或许已经淡忘了我们为什么要拍纪录片。也就是说，当你过于进入、过于热衷于一个东西时，你就需要放弃这个东西。你只有出去了才能进来，也只有进来了才能出去。现在中国的纪录片恰恰需要跳出去，不要过于陷入，你才能反过来冷静地加以审视；如果一个人过于热爱，这东西就已经不再是它本身，已经变成了你的一种热爱，强加了你许多个人的东西，而不是事件本身。《太极》里说，太想练成的人和三心二意的人，都练不成太极。你必须保持一定状态，才能得到一种真传。按照西方的美学表述就是，距离产生美，必须有一定的距离，贴得太近反而什么也看不见。
Valve 的 Handbook 蛮酷的：https://www.valvesoftware.com/en/publications
Our study of successful innovators tells us this: you should expect to be wrong much of the time when you operate under uncertainty. That is a fundamental part of the process and completely acceptable. The only failure is not failure itself, but failure to learn quickly enough that you were wrong.
Failure is an option here. If things are not failing, you are not innovating enough.