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Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
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Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
Understanding your customers
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Understanding your customers
Understanding your customers
Understanding your customers
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Understanding your customers

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Sometimes we presume to know our customers and what they would like. Then we build products based on those assumptions. Coming to IMVU, having a customer base that seemed quite foreign helps distance …

Sometimes we presume to know our customers and what they would like. Then we build products based on those assumptions. Coming to IMVU, having a customer base that seemed quite foreign helps distance yourself from that assumption...

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  • 1. Imagine  …   Chris  Dolezalek  –  October,  2012  
  • 2. Imagine you had aliens as customers…   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012   Chris  Dolezalek  
  • 3. How would you discover their pain-points or features they desire?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 4. How would you validate you got it right?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 5. Even if they are humans...   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 6. That like to dress as furries   http://en.wikifur.com/wiki/Furry: ! The word furry (adj, f'eree), has several meanings, dependent on the context in which it is used. Predominantly, it means "consisting of or resembling fur".It also pertains to an interest in anthropomorphic animals and/or mythological or imaginary creatures which possess human or superhuman capabilities.   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 7. Or as fairies   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 8. Do you speak ! their language?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 9. Do you understand ! their culture?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 10. Can ! you ! relate ! to ! their interests?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 11. Do you know how to approach them?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐   October,  2012  
  • 12. So, how do you determine their needs?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 13. And, how would you validate you ! got ! it ! right?   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek-­‐  October,  2012  
  • 14. Con=nuous  Innova=on   In  a  Rapidly  Evolving  Market   Experimen*ng  and  being  agile   with  products,  processes,  …   Chris  Dolezalek  –  October,  2012   Chris  Dolezalek  –  October,  2012  
  • 15. The path to enlightenment lies not in the footsteps of another What is the one mantra to follow religiously? Follow no mantra religiously   初心 Beginner’s  Mind   Chris  Dolezalek  –  October,  2012  
  • 16. Con=nuous  Innova=on   in  a  Rapidly  Transforming  Market   Google $0 to $.25B in 5 years $0 to $37.9B in 10 years Pivot  1:     Broad-­‐Band  to  Internet   Pivot  2:     Technology  rewrite   Pivot  3:     From  1  B2C  App  to     7  Apps  in  7  Markets   ”Innova'ng  at  a  breakneck        pace;  rolling  out  a  new        service  capability        prac'cally  every  month1.” 1. The  Ten  Faces  of  Innova*on  by  Thomas  Kelley  &  Jonathan  LiMman   hMps://itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova*on/id421032598?mt=11   Chris  Dolezalek  –  October,  2012  
  • 17. The  Compe==on   Why  I  didn’t  go  to  Google  in  2000   Chris  Dolezalek  –  October,  2012  
  • 18. Lean Staffing Hiring Your Most Valuable Resources Hire  for  Tomorrow  not  Today   •  The  top  10  in-­‐demand  jobs  in  2010     did  not  exist  in  2004   “Did You Know? Shift Happens (August 2011)“ http://www.youtube.com/watch?v=EJpSqeQbh4o Skills  vs  Curiosity  &  Passion   •  "CQ  +  PQ  >  IQ”     Curiosity  &  Passion  Quo:ents     are  more  important  than     Intelligence  Quo:ent    Thomas  Friedman,  The  World  is  Flat   AVtude  MaWers   •  “It  is  not  their  ap:tude      but  their  aFtude      that  will  determine  their  al:tude.”   Jesse  Jackson,  Washington  Post  21  May  1978   Chris  Dolezalek  –  October,  2012  
  • 19. Don’t  stop                                    at  Hiring   Invest  in  spinning  up   At  IMVU,  we  dedicate  a  mentor  to   every  new  engineer  that  will  sit  next   to  them  and  spend  6  weeks  spinning   them  up  according  to  a  boot  camp   guide  -­‐  including  a  day-­‐one  push  of  a   change  to  produc*on.   Spinning  Marathon  voor  WAR  CHILD  -­‐  Some  rights  reserved  By  isafmedia  (cropped)   Chris  Dolezalek  –  October,  2012  
  • 20. Manage  Your  Most  Valuable  Resources   What  makes  for  the  most  produc*ve  &  innova*ve  employee?   Happiness  =  Passion,  Engagement   •  Support  your  team   Perspec=ve:  Managers  work  for  the  engineers  to  enable  them  to  be  produc=ve   •  Sell  vs  Tell  =  No  show,  No  go   Winning  the  hearts  and  minds  bring  engagement  as  opposed  to  bodies  in  seats.     5-­‐Whys:    Company  Direc=ves  Alignment  =  What  are  you  working  on  and  Why  is  it  important?   •  Be  Transparent  &  Invite  Challenges    Share  business  objec=ves  and  reward  those  who  ques=ons  them   •  Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 21. The  Apple  Approach   Hire  and  keep  p Then  again,  …     eople  that  know   what’s   bout   What  aright.  the  Newton?   “The  Newton  itself  was  d  on't  know   “A  lot  of  *mes,  people  a flop,   but  the  introduc*on  of  ou  show  it  to   what  they  want  un*l  y a  reflexive,   handheld  device  was  the  first   them.     indica*on  of  Jobs  intui*on  of   introducing  a  roducts  eople  awApple   That's  why   p lot  of  p before   t   e   knew  we  a  lanted  or  needed  them.1”     get  paid   w ot  of  money,  because   they're  supposed  to  be  on  top  of   these  things.1”   1.  hMp://www.wjla.com/pictures/2011/10/how-­‐steve-­‐jobs-­‐has-­‐changed-­‐our-­‐world/the-­‐newton-­‐9618-­‐666.html   1.  hMp://www.businessweek.com/bwdaily/dnflash/may1998/nf80512d.htm     Henry  Ford:  “If  I  had  asked  people  what  they  wanted,  they  would  have  said  faster  horses.”   Chris  Dolezalek  –  October,  2012  
  • 22. Number  of  uses  of  new  feature   Con=nuous  Innova=on     Validate  Hypotheses  with  Data   Time:  Experiment  A:  up  ~6%  over  2  weeks  prior   Chris  Dolezalek  –  October,  2012  
  • 23. Number  of  uses  of  new  feature   Con=nuous  Innova=on     Validate  Hypotheses  with  the  Right  Data   Time:  Subgroup  A1:              up  ~48%  over  2  weeks  prior                        Subgroup  A2:  down  ~68%  over  2  weeks  prior   Chris  Dolezalek  –  October,  2012  
  • 24. Experiment  as   individuals  but   also  as  teams   5  Teams   5  Different   Processes   IMVU  con*nually  runs  process  experiments  as  a  way  to  improve  our   processes  and  to  avoid  falling  into  dysfunc*onal  rou*nes.   Chris  Dolezalek  –  October,  2012  
  • 25. Minimal  Viable  Products   •  Different  Kinds  of  MVPs   hMp://www.rise.net/blog/minimum-­‐viable-­‐product   – A  heavily  used  system     (IMVU’s  Landing  Pages  Millions  of  monthly  hits)   – New  Feature  Sets     (inventory  management  into  exis*ng  product)   – A  brand  new  subsystem     (a  new  game  with  a  new  game/fun  loop)   – A  paradigm  shim   (an  iPhone    App)   Chris  Dolezalek  –  October,  2012  
  • 26. Deploy,  Iterate  &  Learn  at  New  Speeds   Production releases How  oien  do  you  deploy?   •  Waterfall  Development  :   every  6-­‐12  months   •  Agile  Methodology:     every  1-­‐3  weeks   •  Con=nuous  Deployment:   every  day   •  IMVU   every  7  Minutes   Chris  Dolezalek  –  October,  2012  
  • 27. Test-­‐Driven  Development    Where/How  to  start?   Test  Driven  Development  hMp://www.flickr.com/photos/brunobord/3987593006/lightbox  Some  rights  reserved  by  brunobord   Chris  Dolezalek  –  October,  2012  
  • 28. Immune  Systems   Small  Change-­‐Sets  =  Easy  Debugging   Chris  Dolezalek  –  October,  2012  
  • 29. 5  Whys     Turning  Losses  into  Wins   1.  Why  did  the  server  grind  to  a  halt?   DB  query  took  forever.   2.  Why  did  the  query  take  so  long?   Un-­‐indexed  query  on  large  table.   3.  Why  didn’t  the  engineer  realize  the  query  would  be  slow?   Local  tests  ran  fine  against  a  small  test  db.   4.  Why  didn’t  the  engineer  know  to  run  a  “try”  against  produc:on?   It  was  his  first  database  change  as  a  new  hire.   5.  Why  did  his  mentor  not  tell  him?   The  mentor  had  lem  for  the  day.   6.  Why  did  the  new  hire  not  know  to  only  check-­‐in  with  mentor?     This  was  the  first  mentee  for  that  mentor  and  he  hadn’t  told  him.       Follow-­‐Up  1)  Update  Spin-­‐Up  Doc  for  Mentor  and  Mentee  to  start  with  a  clear   statement  that  mentee  should  not  check  into  produc*on  without  mentor  or   without  having  reached  that  stage.   Follow-­‐Up  2)  Add  notes  to  DB  Query  sec*on  of  spin-­‐up  doc  on  use  of  “try”   Post-­‐Mortems  =  Teachable  Moments  ;  Fix  what  needs  fixing   Ques*on  mark  sign  photo  by  Colin_K  on  Flickr   Chris  Dolezalek  –  October,  2012  
  • 30. An  Enhancement  /  Story  is  Born   •  Project  Brief  Goes  to  a  Exec  Checkpoint   –  User  stories   –  Success  criteria  by  date  x…  (engagement,  revenue,  …)   •  Preview  Mee*ng  by  Product  Owner   –  To:  Tech  Lead,  QA  Lead,  Data  Analyst   •  Tech  Design,  Test  Plan,  Data  Design   •  Planning  Mee*ng   –  Story  point  sizing   –  High  and  low  es*mate  jus*fica*on   –  Risk  buckets  for  stories  vs  risk  included  in  task  es*mates   Chris  Dolezalek  –  October,  2012  
  • 31. Delivering  Innova*on  to  Risk  Averse,   Enterprise  Customers   •  In  1985,  I  came  to  Edinburgh  from  Munich  to  help  sell   the  Bank  of  Scotland  on  transi*oning  to  our  new   product  that  resulted  from  our  second  pivot  at  Somlab.   •  What  unfolded  was  not  quite  according  to  script.   •  They  were  not  at  all  excited  about  adop*ng  innova*on,   having  in  8  previous  systems  suppor*ng  180  of  their  IT   staff.   Chris  Dolezalek  –  October,  2012  
  • 32. Apply  Beginner’s  Mind  and  Con=nuously  Innovate…   Your  Product  Direc*on,   Your  Company  Direc*on,   初心 Beginner’s  Mind   Your  Development  Processes,   Your  Resource  Management,   Your  Marke*ng  Strategy,   Your  Technology  Choices,   Your  Analy*cs  Approaches,   Understanding  Your  Customers  &  Prospects,  ..   Everything  You  Do  and  Every  Approach  You  Take.   Chris  Dolezalek   Chris  Dolezalek  –  October,  2012  
  • 33. Thank You! Chris Dolezalek Chris@IMVU.com Chris  Dolezalek  –  October,  2012   33  
  • 34. References  &  Other  Links   •  Eric  Ries,  IMVU,  former  CTO  of  Engineering  -­‐  The  Lean  Startup   How  Today's  Entrepreneurs  Use  Con*nuous  Innova*on  to  Create  Radically  Successful  Businesses   hMp://www.amazon.com/Lean-­‐Startup-­‐Entrepreneurs-­‐Con*nuous-­‐Innova*on/dp/0307887898/ref=sr_1_1?ie=UTF8&qid=1318352510&sr=8-­‐1 hMp://itunes.apple.com/us/book/the-­‐lean-­‐startup/id422540072?mt=11   •    BreW  DurreW,  IMVU,  CEO  –  Con=nuous  Deployment…   Con=nuous  Deployment:  Possibility  or  Pipe  Dream?  hMp://bos*nnova*on.com/2011/11/21/con*nuous-­‐deployment-­‐possibility-­‐or-­‐pipe-­‐dream   Con=nuous  Deployment  &  Learning  Fast  with  A/B  Tes=ng    hMp://www.slideshare.net/bgdurreM/con*nuous-­‐deployment-­‐at-­‐lean-­‐la   hMp://www.slideshare.net/bgdurreM/learning-­‐fast-­‐with-­‐ab-­‐tes*ng-­‐and-­‐con*nuous-­‐deployment   hMp://www.mediabistro.com/The-­‐Challenges-­‐of-­‐Con*nuous-­‐Deployment-­‐Social-­‐Developer-­‐Summit-­‐467-­‐ondemandvideo.html   •  •  •  •  •  James  Birchler,  IMVU,  VP  Engineering   Learning  from  Experiments  hMp://www.slideshare.net/jamesbirchler/learning-­‐from-­‐experiments-­‐at-­‐imvu   Flickr,  10+  Deploys  Per  Day:  Dev  and  Ops  Coopera*on  at  Flickr   hMp://www.slideshare.net/jallspaw/10-­‐deploys-­‐per-­‐day-­‐dev-­‐and-­‐ops-­‐coopera*on-­‐at-­‐flickr   Carol  Dweck,  Mindset:  The  New  Psychology  of  Success   hMp://www.amazon.com/Mindset-­‐Psychology-­‐Success-­‐Carol-­‐Dweck/dp/0345472322/ref=sr_1_1?s=books&ie=UTF8&qid=1318359458&sr=1-­‐1   hMp://itunes.apple.com/us/book/mindset/id422549774?mt=11   hMp://www.youtube.com/watch?v=XHW9l_sCEyU   Did  You  Know  (a.k.a  Shim  Happens)  Blog  Post,  Slides,  Videos   hMp://www.lps.k12.co.us/schools/arapahoe/fisch/fischbowlpresenta*ons.htm   hMp://shimhappens.wikispaces.com   Paul  Stoltz,  Peak  Learning     hMp://www.peaklearning.com   –  Erik  Weihenmayer  &  Paul  Stoltz,  The  Adversity  Advantage   hMp://itunes.apple.com/us/book/the-­‐adversity-­‐advantage/id381515439?mt=11   hMp://www.amazon.com/Adversity-­‐Advantage-­‐Everyday-­‐Struggles-­‐Greatness/dp/1439199493/ref=sr_1_1?s=books&ie=UTF8&qid=1318360603&sr=1-­‐1   –  Paul  Stoltz,  Adversity  Quo*ent  at  Work   hMp://itunes.apple.com/ca/book/adversity-­‐quo*ent-­‐work/id385756581?mt=11   hMp://www.amazon.com/Adversity-­‐Quo*ent-­‐Work-­‐Finding-­‐Capacity/dp/0060937211/ref=sr_1_sc_1?s=books&ie=UTF8&qid=1318360551&sr=1-­‐1-­‐spell   •  •  •  Michael  Jordan,  "Failure"  Nike  Commercial     hMp://www.youtube.com/watch?v=45mMioJ5szc   Malcolm  Gladwell,  Outliers  &  Tipping  Point   hMp://www.gladwell.com/outliers/index.html                        hMp://itunes.apple.com/us/book/outliers/id357396748?mt=11   hMp://www.gladwell.com/*ppingpoint/index.html        hMp://itunes.apple.com/us/book/the-­‐*pping-­‐point/id357658331?mt=11   Is  Con=nuous  Innova=on  Too  Risky?   hMp://www.forbes.com/sites/stevedenning/2012/02/10/is-­‐radical-­‐management-­‐too-­‐risky   Chris  Dolezalek  –  October,  2012  
  • 35. References  on  Experimen=ng   •  Trustworthy Online Controlled Experiments: Five Puzzling Outcomes Explained Ron Kohavi, Alex Deng, Brian Frasca, Roger Longbotham, Toby Walker, Ya Xu http://www.exp-platform.com/Documents/puzzlingOutcomesInControlledExperiments.pdf •  Puzzling outcomes in A/B testing - Greg  Linden http://glinden.blogspot.co.uk/2012/07/puzzling-outcomes-in-ab-testing.html •  Microsoft EXP - Experimentation Platform - Ronny Kohavi Accelerating software innovation through trustworthy experimentation http://www.exp-platform.com/Pages/default.aspx •  •  What types of things does Netflix A/B test aside from member sign-up? http://www.quora.com/What-types-of-things-does-Netflix-A-B-test-aside-from-member-sign-up From Zero to a Million Users - Dropbox and Xobni lessons learned - Adam Smith http://www.slideshare.net/adamsmith1/from-zero-to-a-million-users-dropbox-and-xobni-lessons-learned •  Data-­‐Driven  Startups  -­‐  July  23,  2010 http://davidcancel.com/data-driven-startups •  Analy=cs  Maturity hMp://www.forbes.com/sites/piyankajain/2012/06/22/what-­‐is-­‐your-­‐organiza*ons-­‐analy*cs-­‐maturity/ Chris  Dolezalek  –  October,  2012  
  • 36. Who  is  Chris?   Chris  Dolezalek  –  October,  2012  
  • 37. Appendix,   Drill  Down  Slides   Chris  Dolezalek  –  October,  2012  
  • 38. • Run  Experiments       • Minimal  Viable  Products     • Con*nuous  Deployment     • Smart  Test  Coverage     • Use  an  Immune  System     • Post  Mortems,  &  Retrospec*ves  &  5  Whys     Chris  Dolezalek  –  October,  2012  
  • 39. Lean  Staffing  Appendix   Chris  Dolezalek  –  October,  2012  
  • 40. Innova=ve  People  MaWer   Ten  Faces  of  Innova*on   •  Learning  Persons   •  Building  Personas   – Anthropologist   – Experience  Architect   – Experimenter   – Set  Designer   – Cross-­‐Pollinator   – Storyteller   •  Organizing  Personas   – Caregiver   – Hurdler   – Collaborator   – Director   The  Ten  Faces  of  Innova=on  by  Thomas  Kelley  &  Jonathan  LiWman   itunes.apple.com/us/book/the-­‐ten-­‐faces-­‐of-­‐innova=on/id421032598?mt=11   www.tenfacesofinnova*on.com/tenfaces   Chris  Dolezalek  –  October,  2012  
  • 41. Lean  Staffing   The  Right  Mindset   Growth  Mindset:   •  Embraces  challenges   •  Persists  in  the  face  of   setbacks   •  Sees  effort  as  the  path   to  mastery   •  Learns  from  Cri*cism   •  Finds  lessons  and   inspira*on  in  the   success  of  others   Do  or  do  not.   There  is  no  Try.   Carol  Dweck,  Mindset:  The  New  Psychology  of  Success   Stanford,  Department  of  Psychology   Wise  Yoda  (detail)Yoda  Fountain  at  the  entrance  of  the  Lucasfilm  offices     at  the  Le`erman  Digital  Arts  Center  Some  rights  reserved  by  miss_millions   Michael  Jordan  "Failure"  Nike  Commercial  hMp://www.youtube.com/watch?v=45mMioJ5szc   Chris  Dolezalek  –  October,  2012  
  • 42. Lean Staffing A Healthy Mindset: Failure is OK Michael  Jordan:   “I've  missed  more  than  9000  shots  in  my  career.        I've  lost  almost  300  games.        26  =mes,  I've  been  trusted  to  take  the  game  winning  shot  and  missed.        I've  failed  over  and  over  and  over  again  in  my  life.        And  that  is  why  I  succeed.”   Michael  Jordan  "Failure"  Nike  Commercial  h@p://www.youtube.com/watch?v=45mMioJ5szc   Michael  Jordan  statue  -­‐    Some  rights  reserved  by  Esparta     Chris  Dolezalek  –  October,  2012  
  • 43. Lean  Staffing   Hire  Rock  Stars   •  Not  just  one,  but  everyone     •  It  becomes  self-­‐perpetua*ng.     People  come  to  IMVU  because     they  want  to  work  with  rock  stars   •  "Our  deepest  fear  is  not  that  we  are  inadequate.  Our  deepest   fear  is  that  we  are  powerful  beyond  measure.  It  is  our  light,  not   our  darkness,  that  most  frightens  us.  Your  playing  small  does  not   serve  the  world.  There  is  nothing  enlightened  about  shrinking  so   that  other  people  won't  feel  insecure  around  you.  We  are  all   meant  to  shine  as  children  do.  It's  not  just  in  some  of  us;  it  is  in   everyone.  And  as  we  let  our  own  lights  shine,  we  unconsciously   give  other  people  permission  to  do  the  same.  As  we  are  liberated   from  our  own  fear,  our  presence  automa'cally  liberates  others."               -­‐  Quoted  in  the  movies  Coach  Carter  and  Akeelah  and  the  Bee,  and  omen  aMributed  to  Nelson   Mandela  who  used  it  in  his  1994  Inaugural  Speech.  It's  actually  from  Marianne  Williamson's  book   A  Return  to  Love  -­‐  Reflec*ons  on  the  Principles  in  A  Course  in  Miracles  (Chapter  7,  Sec*on  3,  Page   165).   Chris  Dolezalek  –  October,  2012  
  • 44. Lean  Staffing   On  Being  Wrong   Saint  Augus*ne   (1200  years  before  Descartes)     “Fallor  ergo  sum”   I  err  therefore  I  am   h@p://beingwrongbook.com   h@p://www.ted.com/talks/lang/eng/kathryn_schulz_on_being_wrong.html   Chris  Dolezalek  –  October,  2012  
  • 45. Lean  Staffing   Dan  Pink:  The  surprising  truth  about  what  mo*vates  us   It’s  not  about  the  $   hMp://www.youtube.com/watch?v=u6XAPnuFjJc   Chris  Dolezalek  –  October,  2012  
  • 46. Lean  Staffing   Hiring  The  Right  Mindset   • Passion  v  Skills?   Adversity  Quo=ent®  1   Global  |  Good  |  Grit   People  who  successfully  apply  AQ     perform  op*mally  in  the  face  of   adversity.     The  AQ  Profile  and  the  3G  Panorama   predict  how  well  an  applicant  will   perform  on  the  job1   James  Reed  and  Paul  G.  Stoltz   “Put  Your  Mindset  to  Work”   Global:   The  openness  and  big-­‐ picture  perspec=ve  to   compete  on  a  global   scale  in  any  job.   Good:     A  posi=ve  force  with   unwavering  moral   compass.   Grit:   The  tenacity  and   resilience  to  thrive  on   adversity.   hMp://www.peaklearning.com/about_3G-­‐mindset.php   Chris  Dolezalek  –  October,  2012  
  • 47. Lean  Staffing   Some  of  these  “new”  ideas  have  been  around  for  a  while     “The  major  problems  of  our  work  are        not  so  much  technological  as  sociological  in  nature”.   PeopleWare,  Tom  DeMarco  &  Timothy  Lister  originally  published  in  1987   “By  and  large,  cost-­‐effec*ve  informa*on  technology  (IT)   management  is  more  about  people,  personal   rela*onships,  and  corporate  culture  than  it  is  about  the   technology  itself.  Simply  put,  IT  doesn’t  work  if  you  are   surrounded  by  bad  people  and  stupid  processes  in  a   deranged  corporate  culture.  “   IT’s  All  About  People,  Stephen  J.  Andriole  (October  21,  2011)   hMp://www.amazon.com/Peopleware-­‐Produc*ve-­‐Projects-­‐Teams-­‐Second/dp/0932633439/ref=sr_1_1?s=books&ie=UTF8&qid=1319495839&sr=1-­‐1#_      hMp://www.amazon.com/Stephen-­‐J.-­‐Andriole/e/B001JP48LW/ref=nM_athr_dp_pel_1   Chris  Dolezalek  –  October,  2012  
  • 48. Lean  Staffing   Believing  Makes  the  Impossible  Possible   How  could  a  team  that’s   never  competed  before   almost  defeat  last  year’s   na*onal  champions?   Blank-­‐slate  new  players   not  burdened  by   conven*onal  thoughts   on  what  could  and   couldn’t  work  allowed   unexpected  offense  and   defense  tac*cs  to   completely  throw  the   experienced  players  off   their  game.   Photo  by  Chris  Dolezalek  from  1989  Ul*mate   World  Championships.  Leuven  Belgium.   Chris  Dolezalek  –  October,  2012  
  • 49. Lean  Staffing   A  sustainable  work  pace   gets  you  to  the  top.   Chris  D.  2001  Climb  for  CARE:  hMp://www.flickr.com/photos/8505628@N04/sets/72157611331749165/     Chris  Dolezalek  –  October,  2012  
  • 50. Lean  Staffing   Educa*on   •  If  you’re  one  in  a  million  in  China,  there  are  1,300  people  like  you   •  India  has  more  honors  students  than  the  US  has  students   •  College  students  are  preparing  for  jobs  that  don’t  exist  yet   Did  You  Know:  hMp://scoMmcleod.org/IowaDidYouKnowSlides.pdf   Chris  Dolezalek  –  October,  2012  
  • 51. Lean  Staffing   To  Climb  Trees,  Hire  Monkeys   Chris  Dolezalek  –  October,  2012  
  • 52. Happiness  Inspires  Produc=vity   Shawn  Achor:  The  happy  secret  to  beWer  work   We  believe  that  we  should  work  to  be  happy,  but  could  that  be   backwards?     Psychologist  Shawn  Achor  argues  that  actually  happiness   inspires  produc=vity.   Abraham  Lincoln:  “Most  people  are  about  as  happy  as  they  make  up  their  minds  to  be.”     Eleanor  Roosevelt:  “No  one  can  make  you  feel  inferior  without  your  consent.”   Think  about  what  characteris*c  is  shared  among  the  most   produc*ve  employees  you  have  ever  worked  with…     Could  it  be  that  it  is  that  they  are  happy?   hMp://video.ted.com/talk/podcast/2011X/None/ShawnAchor_2011X.mp4   Chris  Dolezalek  –  October,  2012  
  • 53. Lean  Process  Appendix   Chris  Dolezalek  –  October,  2012  
  • 54. Planning  Poker1   Sizing  Tasks/Stories  with  Cards   •  Increased  mee*ng  engagement   •  High/Low  outliers  add  insights   •  Increased  es*mate  accuracy   •  Reduced  ques*ons  during  sprints   1.  hMp://planningpoker.com   Chris  Dolezalek  –  October,  2012  
  • 55. Zoom  In   Week  1   S104   Plan   Week  2   BUILD   BUILD   M        T        W      Th        F   Week  3   Week  4   Retro   M        T        W      Th        F   M        T        W      Th        F   M        T        W      Th        F   CPM   Review    …    tweak   S105   Prev   Tech  design   Plan   BUILD   BUILD   Data  Plan   Test  plan   CPM   Chris  Dolezalek  –  October,  2012  
  • 56. Requirement  Opacity   Granularity  versus  deadlines:      It’s  ok  not  to  have  the  nth  degree  of  detail  of  what  you’re  building  in  6  months’  =me.   Chris  Dolezalek  –  October,  2012  
  • 57. Con=nuous  Deployment  Flow   Hypothesis   Build  on   VMs   hMp://www.slideshare.net/bgdurreM/con*nuous-­‐deployment-­‐at-­‐lean-­‐la   Chris  Dolezalek  –  October,  2012  
  • 58. Experiments  &  Alterna=ves   •  Experiments:  Vo*ng  by  doing,  requires  func*onality   •  User  Sessions:  Hard  to  get  good  sample  size  quickly   •  Customer  Advocates:  Par*cipates  in  forums,  user  groups,  …   •  Anthropologist:  Do  field  research  to  observe  interac*ons   •  Surveys:  What  people  say  rather  than  do   •  Dog-­‐fooding:  Use  your  product   •  Mavens:  Good  insights  into  established  market   hMp://www.gladwell.com/*ppingpoint/index.html   Chris  Dolezalek  –  October,  2012  
  • 59. The  Pivot   That  Elusive  Hockey  S*ck   BroadVision,  Inc.  pivots  to   become  fastest  growing   somware  company  on  Nasdaq   Somlab,  GmbH  pivots  to  become   Germany’s  2nd  fastest  growing   independent  somware  company     PowerSom  developed  PowerBuilder   in  1991,  went  public  in  1993  and  was   acquired  for  ~$900  million  in  1995   hMp://www.sunarsports.com/products/Easton-­‐Stealth-­‐S19-­‐Sr.-­‐Composite-­‐Hockey-­‐S*ck   Chris  Dolezalek  –  October,  2012  
  • 60. Prototype, Test, Refactor Defined Milestones & Iteration No Meeting No Meeting Mondays Mondays … Interrupt Lanes/ Engineers Risk Buckets vs Risk factored into task estimates "It is one of the happy incidents of the federal system, that a single courageous state may, if its citizens choose, serve as a laboratory; and try novel social and economic experiments without risk to the rest of the country.” -­‐ Louis  D.  Brandeis,  1932   Supreme  Court  Jus*ce   Experiment  as   individuals  but   also  as  teams   IMVU  con*nually  runs  process  experiments  as  a  way  to  improve  our   processes  and  to  avoid  falling  into  dysfunc*onal  rou*nes.   Chris  Dolezalek  –  October,  2012  
  • 61. Zynga  Numbers   •  Zynga’s  daily  highs  of  concurrent  players  is  equivalent  to   everyone  in  the  city  of  Paris  playing  together  at  the  same   *me.  That  happens  every  day.  The  games  are  always  changing   and  the  devices  they’re  played  on  change  constantly.  Zynga   releases  over  100  updates  across  all  its  games  every  day.  The   company  once  released  more  than  1000  updates  in  one  week.   Zynga  players  make  a  million  ac*ons  per  second.   •  Zynga  runs  about  130  experiments  in  its  games  every  day.   Amer  releasing  a  new  feature  Zynga  can  find  out  within   minutes  if  players  enjoyed  them.  Beyond  fun  is  social  —  what   maMer  is  that  friends  and  family  con*nue  to  play.  This  is  a   player’s  Ac*ve  Social  Network  (ASN).  It’s  a  true  barometer  of   how  social  a  game  is.   hMp://www.insidesocialgames.com/2012/06/26/live-­‐from-­‐zynga-­‐unleashed     Chris  Dolezalek  –  October,  2012  
  • 62. Flickr’s  Perspec*ve   hWp://www.slideshare.net/jallspaw/10-­‐deploys-­‐per-­‐day-­‐dev-­‐and-­‐ops-­‐coopera=on-­‐at-­‐flickr   Chris  Dolezalek  –  October,  2012  
  • 63. What’s  Under  Your  Hood?    Improving,  replacing  AND  dele*ng  old  code  is  vital   hMp://www.commercialmotor.com/big-­‐lorry-­‐blog/now-­‐thats-­‐more-­‐like-­‐it-­‐for-­‐biglorryblog-­‐one-­‐horsepower-­‐truck-­‐exclusive-­‐picture     Chris  Dolezalek  –  October,  2012  
  • 64. On  Le~ng  Go   Shoo=ng  the  dogs  (leVng  go):   •  Loss  aversion  and  the  “sunk  cost  fallacy”   Many  people  have  strong  misgivings  about  "was*ng"  resources   (loss  aversion).    They  may  feel  they've  passed  a  point  of  no   return.  Economists  would  label  this  behavior  "irra*onal":  it  is   inefficient  because  it  misallocates  resources  by  depending  on   informa*on  that  is  irrelevant  to  the  decision  being  made.   Colloquially,  this  is  known  as  "throwing  good  money  amer  bad“.   •  Sunk  Cost  Dilemma   The  dilemma  of  having  to  choose  between  con*nuing  a  project   of  uncertain  prospects  already  involving  considerable  sunk   costs,  or  discon*nuing  the  project.  Given  this  choice  between   the  certain  loss  of  the  sunk  costs  when  stopping  the  project   versus  possible  –  even  if  unlikely  –  long-­‐term  profitability  when   going  on,  policy  makers  tend  to  favor  uncertain  success  over   certain  loss.   h@p://en.wikipedia.org/wiki/Sunk_costs#Loss_aversion_and_the_sunk_cost_fallacy   h@p://en.wikipedia.org/wiki/Sunk_cost_dilemma   Chris  Dolezalek  –  October,  2012  
  • 65. VALVE  Somware’s     Game  Design  Process   hMp://www.valvesomware.com/publica*ons/2009/GDC2009_ValvesApproachToPlaytes*ng.pdf   hMp://www.geekwire.com/2011/experiments-­‐video-­‐game-­‐economics-­‐valves-­‐gabe-­‐newell   Valve  is  the  company  that  created  the  Steam  Game  Distribu*on  system.   Chris  Dolezalek  –  October,  2012  
  • 66. Con*nuous  Improvement  -­‐  Iterate   1.  2.  3.  4.  5.  Release  Minimal  Viable  Products  (MVPs),   Get  Customer  Feedback  /  Collect  Metrics  (don’t  presume  you  know  what’ll  work),   Analyze  Changes,   Make  Itera*ve  Changes     Go  back  to  Step  2   hMp://buu700.com/steverant  :  Also  note  that  he  men*ons  a  "ship  early  and  iterate"  ethos  at  Amazon,   and  also  how  a  clear  order  from  the  top  was  what  successfully  drove  them  into  building  SOA  pla•orms   despite  the  high  ini*al  cost.   Chris  Dolezalek  –  October,  2012  
  • 67. Counter  Innova=on   •  How  to  make  your  offering  less  appealing  to…   – Fraudsters   – Scammers   – Spammers   – Cyber-­‐Bullies   Knowing  your  users  may  need  to  go  beyond   knowing  the  ones  you  want  to  keep.   Chris  Dolezalek  –  October,  2012  
  • 68. Innova*ng  with  Adver*sers   •  Most  ad  clients  tend  to  be  more  conserva*ve  and  old   school  in  their  thinking…   •  Skin*mate  Photo  Contest   They  wanted  and  expected  real-­‐world  pictures.     They  were  amazed  at  the  passion  behind  IMVU  photos…   Chris  Dolezalek  –  October,  2012  
  • 69. Lean  Customer  Contribu=ons  Appendix   Chris  Dolezalek  –  October,  2012  
  • 70. Leverage  User  Contribu*on   Chris  Dolezalek  –  October,  2012  
  • 71. Leveraging  Virtual  Goods   Virtual Goods releases   How  many  virtual  goods  can  you  ship?   •  CNET:  $7.3  billion  in  Virtual  goods  revenue,   an  increase  of  245  percent    over  20071   1.  hMp://news.cnet.com/8301-­‐13506_3-­‐20022780-­‐17.html   Chris  Dolezalek  –  October,  2012  
  • 72. Leverage  your  users/community   •  50,000+  IMVU  Users/Creators  sold  items  to  other   members  in  the  last  30  days   •  The  IMVU  Virtual  Goods  Catalog  grew  by  7,000   items  in  the  last  24  hours   •  6  million+  items  in  the  catalog   Chris  Dolezalek  –  October,  2012  
  • 73. Lean  Staff  Management  Appendix   Chris  Dolezalek  –  October,  2012  
  • 74. Lean  Staffing   Google’s  Rules  for  Managers   To  engineer  beMer  managers,  Google  poured  over  performance  reviews,  feedback   surveys  and  award  nomina*ons,  correla*ng  words  and  phrases  as  only  a  data-­‐ driven  company  like  it  can  do.  Here  is  an  edited  list  of  the  direc*ves  it  produced-­‐ in  order  of  importance-­‐  as  well  as  a  few  management  pi•alls  it  found.   Eight  Good  Behaviors   1.  2.  3.  4.  5.  6.  7.  8.  Be  a  good  coach.   Empower  your  team  and  don't  micromanage.   Express  interest  in  team  members's  success  and  personal  well-­‐being.   Don't  be  a  sissy:  Be  produc*ve  and  results-­‐oriented.   Be  a  good  communicator  and  listen  to  your  team.   Help  your  employees  with  career  development.   Have  a  clear  vision  and  strategy  for  the  team.   Have  key  technical  skills  so  you  can  help  advise  the  team.   Three  Pi}alls  of  Managers   1.  Have  trouble  making  a  transi*on  to  the  team.   2.  Lack  a  consistent  approach  to  performance  management  and  career  development.   3.  Spend  too  liMle  *me  managing  and  communica*ng.   Dan  Erwin  Career  Development  Blog:  hMp://danerwin.typepad.com/my_weblog/2011/03/google-­‐wants-­‐to-­‐build-­‐a-­‐beMer-­‐boss.html   Chris  Dolezalek  –  October,  2012  
  • 75. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  and  innova*ve  employee?   Happiness,  Passion,  Engagement   •  Support  your  team   Perspec=ve:  Managers  work  for  the  engineers  to  enable  them  to  be  produc=ve   •  Sell  vs  Tell  =  No  show,  No  go   Winning  the  hearts  and  minds  bring  engagement  as  opposed  to  bodies  in  seats.     5-­‐Whys:    Company  Direc=ves  Alignment  =  What  are  you  working  on  and  Why  is  it  important?   •  Be  Transparent  &  Invite  Challenges    Share  business  objec=ves  and  reward  those  who  ques=ons  them   •  Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 76. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   •  Support  your  team   Happiness  /  Passion     Perspec=ve:  Managers  work  for  the  engineers  to  enable  them  to  be  produc=ve   •  Sell  vs  Tell  =  No  show,  No  go   •  Be  Transparent  &  Invite  Challenges   •  Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 77. Lean  Staffing     Suppor*ng  Your  Most  Valuable  Resources Chris  Dolezalek  –  October,  2012  
  • 78. Lean  Staffing  –  Manage     Sell vs tell – get buy-in and win engagement Sell  verses  Tell   If  you  tell  employees  what  to  do,  you’ll   rarely  get  more  than  what  you  ask  for.     If  you  help  them  understand  why  what   they  are  about  to  do  can  make  a   difference  and  let  them  par*cipate  in   determining  and  arriving  at  the   ul*mate  objec*ves,  you  may  well   discover  that  greater  engagement  can   result  in  outcomes  that  exceed  your   ini*al  expecta*ons…   a.k.a.  No  Show,  No  Go     Chris  Dolezalek  –  October,  2012  
  • 79. Be  Transparent   Be  Transparent  &  Invite  Challenges   Share  business  objec=ves   Share  business  and  board  mee=ng  notes  as  well   as  financials  and  how  we’re  doing  against  goals.   Reward  those  who  ques=ons  them   Recognize  and  praise  those  that  challenge.   5  Whys  in  one-­‐on-­‐ones   Ask  individuals  to  get  to  root  cause  of  why  and   how  what  they  are  working  on  relates  to   company  objec=ves.   Chris  Dolezalek  –  October,  2012  
  • 80. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   •  •  •  •  Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 81. Hack  Weeks   @IMVU  &  @Yahoo   Cross  Func*onal  Teams   Hack  Weeks  vs  Hack  Days   Inspires  Innova*on  and  Collabora*on   Sell  to  Business  at  End  for  Further  Funding   Reinforce  Mindset  of  Thinking  About  Business  Objec*ves   Creates  BeMer  Awareness  of  Life  Cycle  and  Process  for  a  Project     Chris  Dolezalek  –  October,  2012  
  • 82. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   •  •  •  •  Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   More  on  experimen=ng  to  follow,  but  let  engineers  push  1%  experiments   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 83. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   •  •  •  •  Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  processes  and  tools   Whether  for  how  to  develop  code,  track  sprints,  or  whatever   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 84. Lean  Staffing  -­‐  Manage     managing Your Most Valuable Resource What  makes  for  the  most  produc*ve  employee?   Happiness  /  Passion   •  •  •  •  Support  your  team   Sell  vs  Tell  =  No  show,  No  go   Be  Transparent  &  Invite  Challenges   Let  them  pick  their  team  &  project   LiMle  startups/laboratories   •  Let  them  Hack   Hack  weeks  once  a  quarter   •  Let  them  experiment   •  Let  them  choose  their  tools   •  Let  them  determine  when  done  is   Story  Point  Sizing   •  Keep  teams  small,  agile  and  fun   (BVSN  5  man  teams  vs  whole  companies)   Chris  Dolezalek  –  October,  2012  
  • 85. A  “Scien=fic”  Approach   to  understanding  a  complex  world   My  physics  professor  once  declared:     “Engineering  is  to  physics  as  masturba*on  is  to  sex.”   If  you  want  the  real  thing  (understanding  how  the  real   world  works)  you  must  understand  it  is  not  a  closed   system.  The  vectors  of  influence  are  many  and   constantly  varying.   Each  new  view  of  the  world,  is  simply  a  beMer,  more   recent  approxima*on  of  the  truth  than  the  last.   Con*nuously  Innovate  or  become  a  part  of  history.   Chris  Dolezalek  –  October,  2012  
  • 86. On  the  Spot  Innova=on   In  the  late  90s,  on  the  day  the  site  we  build  for   American  Airlines  online  reserva*ons  went   live,  they  warned  us  to  expect  1  million  hits.   They  wanted  to  be  sure  we  could  handle  the   load.  Much  to  everyone’s  surprise,  they  had     10  million  hits  on  day  one  and  the  systems   were  dangerously  into  the  red  near  capacity.     At  the  end  of  the  day,  in  a  very  heated  call,  the  ques*on  came  up  as  to   how  our  systems  would  scale  to  those  numbers.  We  were  confident  that   our  systems  would  scale  if  they  added  more  hardware.  The  problem  was,   AA  is  in  Texas  and  they  were  running  on  hardware  from  Sun  in  California.   UPS,  DHL  and  FedEx  were  closed  for  the  day  …   A  junior  exec  from  AA  piped  up  “ahem,  aren’t  we  an  airline?”     Someone  from  Sun  had  the  iron  driven  to  San  Jose  airport  were  an  AA   fight  brought  it  to  Texas.  Systems  we  running  a  good  levels  the  next  day.     Chris  Dolezalek  –  October,  2012  
  • 87. Chris  Dolezalek  –  October,  2012  
  • 88. Misc  to  add?   •  •  •  •  •  BVSN  and  AA   Coopsol  60>16   Kentucky  Fried  Chicken   FedEx?   Risk  Buckets  vs  Risks  in  Tasks   Psychological  benefit  of  ge~ng  work  done  within  task  size   •  Stretch  Goals   Challenge  to  step  up  to,  buffer  for  change  requests  (you  know  they  will  come),  buffer  for  unknowns,  Early  warning/indicator/     •  Interrupt  Lane  &  Engineer   •  Adversity  Advantage   trigger  @  pulse  check  for  poten*al  concerns. ”Show  me  someone  who  has  done  something  worthwhile,  and  I'll  show  you  someone  who  has  overcome  adversity.”  -­‐  Lou  Holtz   •  Pygmalion  Affect   "Thinking  too  well  of  people  oben  allows  them  to  be  be@er  than  they  otherwise  would."  -­‐  Nelson  Mandela   Chris  Dolezalek  –  October,  2012  

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