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Continuous Innovation
The document discusses continuous innovation in rapidly evolving markets. It emphasizes experimenting with products, processes, and more. It advocates for continuous deployment, validating hypotheses with data, running experiments individually and as teams, and creating minimal viable products to iterate and learn at new speeds.
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Continuous Innovation
- 1. Con8nuous Innova8on In a Rapidly Evolving Market Experimen*ng and being agile with products, processes, … Chris Dolezalek – October, 2012 Chris Dolezalek – October, 2012
- 2. The path toenlightenment 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
- 3. The Pivot That Elusive Hockey S*ck BroadVision, Inc. pivots to become fastest growing soDware company on Nasdaq SoDlab, GmbH pivots to become Germany’s 2nd fastest growing independent soDware company Google $0 to $37.9B in 10 years ”Innova(ng at a breakneck pace; rolling out a new service capability prac(cally every month1.” PowerSoD developed PowerBuilder in 1991, went public in 1993 and was acquired for ~$900 million in 1995 1. The Ten Faces of Innova*on by Thomas Kelley & Jonathan LiRman hRps://itunes.apple.com/us/book/the-‐ten-‐faces-‐of-‐innova*on/id421032598?mt=11 hRp://www.sunarsports.com/products/Easton-‐Stealth-‐S19-‐Sr.-‐Composite-‐Hockey-‐S*ck Chris Dolezalek – October, 2012
- 4. Lean Staffing Hiring YourMost 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 APtude MaQers • “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
- 5. 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
- 6. Manage Your Most Valuable Resources What makes for the most produc*ve & innova*ve employee? Happiness = Passion, Engagement • Support your team Perspec8ve: Managers work for the engineers to enable them to be produc8ve • Sell vs Tell = No show, No go Winning the hearts and minds bring engagement as opposed to bodies in seats. 5-‐Whys: Company Direc8ves Alignment = What are you working on and Why is it important? • Be Transparent & Invite Challenges Share business objec8ves and reward those who ques8ons them • Let them pick their team & project LiRle 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
- 7. • 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
- 8. Number of uses of new feature Con8nuous Innova8on Validate Hypotheses with Data Time: Experiment A: up ~6% over 2 weeks prior Chris Dolezalek – October, 2012
- 9. Number of uses of new feature Con8nuous Innova8on 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
- 10. 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
- 11. Minimal Viable Products • Different Kinds of MVPs hRp://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 shiD (an iPhone App) Chris Dolezalek – October, 2012
- 12. Deploy, Iterate & Learn at New Speeds Production releases How ofen do you deploy? • Waterfall Development : every 6-‐12 months • Agile Methodology: every 1-‐3 weeks • Con8nuous Deployment: every day • IMVU every 7 Minutes Chris Dolezalek – October, 2012
- 13. Test-‐Driven Development Where/How to start? Test Driven Development hRp://www.flickr.com/photos/brunobord/3987593006/lightbox Some rights reserved by brunobord Chris Dolezalek – October, 2012
- 14. Immune Systems Small Change-‐Sets = Easy Debugging Chris Dolezalek – October, 2012
- 15. 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 leD 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
- 16. Requirement Opacity Granularity versus deadlines: It’s ok not to have the nth degree of detail of what you’re building in 6 months’ 8me. Chris Dolezalek – October, 2012
- 17. Con8nuous Deployment Flow Hypothesis Build on VMs hRp://www.slideshare.net/bgdurreR/con*nuous-‐deployment-‐at-‐lean-‐la Chris Dolezalek – October, 2012
- 18. Experiments & Alterna8ves • 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 hRp://www.gladwell.com/*ppingpoint/index.html Chris Dolezalek – October, 2012
- 19. 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
- 20. 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 SoDlab. • 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. But, they did… Chris Dolezalek – October, 2012
- 21. Apply Beginner’s Mind and Con8nuously 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
- 22. Thank You! Chris Dolezalek Chris Dolezalek – October, 2012 22
- 23. 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 hRp://www.amazon.com/Lean-‐Startup-‐Entrepreneurs-‐Con*nuous-‐Innova*on/dp/0307887898/ref=sr_1_1?ie=UTF8&qid=1318352510&sr=8-‐1 hRp://itunes.apple.com/us/book/the-‐lean-‐startup/id422540072?mt=11 • BreQ DurreQ, IMVU, CEO – Con8nuous Deployment… Con8nuous Deployment: Possibility or Pipe Dream? hRp://bos*nnova*on.com/2011/11/21/con*nuous-‐deployment-‐possibility-‐or-‐pipe-‐dream Con8nuous Deployment & Learning Fast with A/B Tes8ng hRp://www.slideshare.net/bgdurreR/con*nuous-‐deployment-‐at-‐lean-‐la hRp://www.slideshare.net/bgdurreR/learning-‐fast-‐with-‐ab-‐tes*ng-‐and-‐con*nuous-‐deployment hRp://www.mediabistro.com/The-‐Challenges-‐of-‐Con*nuous-‐Deployment-‐Social-‐Developer-‐Summit-‐467-‐ondemandvideo.html • • • • • James Birchler, IMVU, VP Engineering Learning from Experiments hRp://www.slideshare.net/jamesbirchler/learning-‐from-‐experiments-‐at-‐imvu Flickr, 10+ Deploys Per Day: Dev and Ops Coopera*on at Flickr hRp://www.slideshare.net/jallspaw/10-‐deploys-‐per-‐day-‐dev-‐and-‐ops-‐coopera*on-‐at-‐flickr Carol Dweck, Mindset: The New Psychology of Success hRp://www.amazon.com/Mindset-‐Psychology-‐Success-‐Carol-‐Dweck/dp/0345472322/ref=sr_1_1?s=books&ie=UTF8&qid=1318359458&sr=1-‐1 hRp://itunes.apple.com/us/book/mindset/id422549774?mt=11 hRp://www.youtube.com/watch?v=XHW9l_sCEyU Did You Know (a.k.a ShiD Happens) Blog Post, Slides, Videos hRp://www.lps.k12.co.us/schools/arapahoe/fisch/fischbowlpresenta*ons.htm hRp://shiDhappens.wikispaces.com Paul Stoltz, Peak Learning hRp://www.peaklearning.com – Erik Weihenmayer & Paul Stoltz, The Adversity Advantage hRp://itunes.apple.com/us/book/the-‐adversity-‐advantage/id381515439?mt=11 hRp://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 hRp://itunes.apple.com/ca/book/adversity-‐quo*ent-‐work/id385756581?mt=11 hRp://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 hRp://www.youtube.com/watch?v=45mMioJ5szc Malcolm Gladwell, Outliers & Tipping Point hRp://www.gladwell.com/outliers/index.html hRp://itunes.apple.com/us/book/outliers/id357396748?mt=11 hRp://www.gladwell.com/*ppingpoint/index.html hRp://itunes.apple.com/us/book/the-‐*pping-‐point/id357658331?mt=11 Is Con8nuous Innova8on Too Risky? hRp://www.forbes.com/sites/stevedenning/2012/02/10/is-‐radical-‐management-‐too-‐risky Chris Dolezalek – October, 2012
- 24. References on Experimen8ng • 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 • Analy8cs Maturity hRp://www.forbes.com/sites/piyankajain/2012/06/22/what-‐is-‐your-‐organiza*ons-‐analy*cs-‐maturity/ Chris Dolezalek – October, 2012
- 25. Appendix, Drill Down Slides Chris Dolezalek – October, 2012
- 26. 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
- 27. 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. ADer releasing a new feature Zynga can find out within minutes if players enjoyed them. Beyond fun is social — what maRer 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. hRp://www.insidesocialgames.com/2012/06/26/live-‐from-‐zynga-‐unleashed Chris Dolezalek – October, 2012
- 28. Flickr’s Perspec*ve hQp://www.slideshare.net/jallspaw/10-‐deploys-‐per-‐day-‐dev-‐and-‐ops-‐coopera8on-‐at-‐flickr Chris Dolezalek – October, 2012
- 29. What’s Under Your Hood? Improving, replacing and dele*ng old code can vital, but when and how? hRp://www.commercialmotor.com/big-‐lorry-‐blog/now-‐thats-‐more-‐like-‐it-‐for-‐biglorryblog-‐one-‐horsepower-‐truck-‐exclusive-‐picture Chris Dolezalek – October, 2012
- 30. VALVE SoDware’s Game Design Process hRp://www.valvesoDware.com/publica*ons/2009/GDC2009_ValvesApproachToPlaytes*ng.pdf hRp://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
- 31. 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 hRp://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
- 32. Counter Innova8on • 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
- 33. Priori8za8on When priori*zing, deciding what’s at the top of the list, though hard, oDen maRers less than what’s at the boRom… 1. iOS App 2. Android App 3. Infrastructure Upgrade 4. Enhance Adver*sing interface Chris Dolezalek – October, 2012
- 34. On Le}ng Go Shoo8ng the dogs (lePng 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 aDer 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
- 35. Mobile App Release verses Con8nuous Deployment pp Stores require extended *me to market A + obile users expect higher fidelity apps M = ismatch from con*nuous web-‐deployment M Reaching back to trusted prac*ces: Clearer Requirements Release Candidates Stable Libraries Code Freezes Merging Changes Rigorous Release Tes8ng Bug Triages Release Sign-‐Offs Release Reference Copies Risk-‐Awareness Down8me Avoidance Server Isola8ons Chris Dolezalek – October, 2012
Editor's Notes
- #3 One of my interview questions for an Engineering Manager: What is the one thing you should be religious about when exercising “agile” software development?The answer I’m looking for: The one mantra to be religious about is to not be “religious” about anything – that’s why it’s called “agile”.No business plan, not product vision, no strategy, no process is perfect in it’s initial conception. Likewise, none is successful without adjusting and course correcting along the way.There is no silver bullet: Judgment trumps process, process serves the organization and not vice versa.
- #4 +7? At Softlab, as architect, I architected three key technology pivots that didn’t leave behind the existing technology or customers though the business had initially said that would be ok.This technology Pivot (actually two) that Enabled other pivots as wellAs VP, Eng at BroadVision, Inc, before, during and after the pivot… Also a Technology Pivot that Enabled other pivots as well (segment pivot, …) ultimately from 1 to 7 product linesBroadVision also did an early market and technology pivot in 1996 from BroadBand to Internet – same basic premise, radically different technology and market.At Cooperative Solutions, Inc when PowerSoft entered the space and did the pivot “for” us… -> PowerSoft: someone else ran with the pivot… Industry's largest acquisition to date…“PowerBuilder was originally developed by PowerSoft in 1991. PowerSoft went public in 1993 and was acquired by Sybase for $904 million in Sybase stock in 1995.”
- #5 +1 In order to enable continuous innovation, you need a team that will embrace it. Start with the people.Hire for potential not current state knowledge: your employees need to be able and eager to adapt to changing markets and changing processes.Hiring a structural engineer for a software engineering position: At IMVU we hire for passion and ability to collaborate and learn, and we manage to inspire.When we interview at IMVU, we don’t probe for knowledge so much; we test for problem solving, intelligence and ability to ask the right questions to understand the problem.Manage:What makes for the most productive employee?Happiness, Passion, Engagement – Consider also what Google does for it’s employee and how one of the first things Marissa did when she came to Yahoo was to institute the same sort of benefits. Everybody is a Genius. But if you judge a fish by its ability to climb a tree, it will spend its whole life believing that it is stupid. ~ Albert Einstein If you want to climb trees, hire monkeys; if you want to innovate, hire people with innovative mindsets… Company performance based bonuses
- #6 We continually improve the spin up guide with each new hireMore on this later
- #7 +2 Engineering manager interview question: What would you say is the single most important contributing factor in making an engineer productive?The answer I’m looking for in one form or another: A happy engineer. Happy engineers are motivated, passionate, engaged and productive. Quoted on 1-on-1 question: are you happy?5 whys of a one-on-one: What are you working on? Why are you working on that? Why does that matter? Which company goal does that map to? Why does that company goal matter?Engineers need to believe in and care about the final outcome for product and company.Transparency
- #8 Run Experiments: see above In order to continuously deploy, it is vital to have good test coverage. If you don’t start with it, how do you get there – where to start adding coverage? Use an immune system to catch abnormalities in any changes that you roll out in production Start with MVP’s to learn fast, fail fast, and start iterating and continuous innovation asap How to learn from what went wrong in production release, processes, … find the teachable moment, the take-away from any situation or outcome.
- #9 We hire smart people to come up with good hypothesis on what will make our customers happy. However, we also validate those hypotheses (not every can be a Steve Jobs)In this case, looking at the data, it appears the impact of the change was minor.Label y axis
- #10 +3 We hire smart people to come up with good hypothesis on what will make our customers happy. However, we also validate those hypotheses (not everyone can be a Steve Jobs)In this case, looking at the data, it appears the impact of the change was minor.Also compare click-through rates to new-paying-user conversions to LTVsWhich data to look at - Photo Stream example of engagement vs buy from picture vs downstream buy vs buy from same creator vs buy to generate better photos and collect accolades
- #11 As the company grows, the mission and vision evolves, and new technologies and tools appear, IMVU too will continue to evolve rather than stagnate.Each team chooses the processes and tools that work best for it as discovered through experimentation followed by retrospectives, and that knowledge is shared across teams.1. Existing experience: Millions of monthly hits on landing page = easy to quickly see the impact of a change; however, no longer solving for early adopters = higher bar2. Infra-Maint: Balanced Priorities, Graphs, Interrupt Engineers & Lanes/Stories3. New Paradigm: Design>User-Test>Project-Brief>Develop MVP>Iterate4. A New Game: Start with no users, Story Board and user test, prototype and beta test, iterate, validate, release, iterate5. New Infrastructure: TDD
- #12 +4 What it means to release an MVP differs fairly significantly with what you are introducing, to whom, where and what you hope to learn…e.g forgiving early adopters vs existing/mainstream, free vs paying users, funnel conversion vs LTVKnow your audience: eBay PM at IMVU – why people come to your site influences what they are tolerant of – they don’t just come to IMVU to buy/sell (credits/vg), primary focus is social interaction In a rapidly changing and increasingly diverse global market, it’s hard to know what will flyGet products in front of customers asapTakes RisksIterate based on feedback and dataOr, shoot the dog(aka Fail-Fast) & LearnSee also:http://www.rise.net/blog/minimum-viable-product
- #13 Intuit (from 6-12 months to 2-3 weeks), Yahoo (from 2-3 weeks to 1-2x daily), IMVU (every 40 minutes to every 7)Benefits of small changes for product and for engineering – see also Immune system and continuous integration
- #14 If you’re starting with a brand new company that believes in TDD, that’s one thing…If you’re an existing company and want to add tests in hindsight, where do you start?
- #15 IMVU’s Immune System allows a new change to be rolled out to one or two servers first. The system monitors memory usage, cpu usage, customer usage, … If any threshold of change is exceeded, the system automatically rolls back the change and alerts the developer(s) that contributed to that change.With continuous deployment, this change-set is usually very small and easy to debug.We have have extensive monitoring of production systems to alert us when something goes awry.If something does go wrong in production, there is a post-mortem with follow-ups to be addressed within the next sprint.
- #16 +5 Use this as an example of 5 (4-6) whys, lessons learned, good experience Mentoring Testing Monitoring and Immune System
- #18 +6?Immune SystemHypothesis BuildsRollbacks and Finding the Issue
- #19 MalcolmGladwell’s The Tipping PointIMVU Forum Moderators and other Mavens provide good insights into what will resonate with existing user base.Stipso, Steven Drost – Lunch conversation about the value and relevance of traditional survey results.
- #20 http://planningpoker.com/
- #24 Root Cause Analysis – Titanic (Cause Mapping) http://www.youtube.com/watch?v=GOVeO5_0qD05 Whys Fun Skit http://www.youtube.com/watch?v=5od0T_Fhk9oSocial Intelligence:http://itunes.apple.com/gb/book/social-intelligence/id436993236?mt=11 http://www.amazon.com/Social-Intelligence-Science-Human-Relationships/dp/0553803522
- #27 As the company grows, the mission and vision evolves, and new technologies and tools appear, IMVU too will continue to evolve rather than stagnate.Each team and individual may innovate and evolve separately as needed
- #29 Yahoo Media’s approach vFlickr’s even though Yahoo acquired Flickr…
- #30 We often rip out or rewrite entire systems that have grown organically over time. We learn from refactoring existing code and take learnings from that into our review process for new code (often written by the same engineer just years later)
- #31 “Issues with Traditional Methods:Artificial gameplay sessions- Many potential biases- Distorted data (interpreted behavior)- Lack of empiricism- Missing elements of objectivity- Sometimes difficult to establish emotions, baselines, and independence
- #35 Imagine going to the movies, buying tickets and 10 minutes deciding it’s a really crappy movie; would you still stay to the end just because you’re already there and paid?Impermanence (split this slide into 2)