1) To be good at innovation, a company must be good at product development and execution. This requires having a strong product discipline that can operate independently from other departments.
2) Companies should focus on solving high-value problems that people truly care about. It is important to deeply understand the problem through direct engagement with customers before developing solutions.
3) Successful products create value for both the business and customers. They require more than just technical excellence - other aspects like pricing, support, and branding must also be strong.
Marcus Gosling, Highway1.io , @marceire
In mass-production, you only have one chance to get the product right. The in-flexibility and expense of the physical product supply-chain prohibits an experimental, iterative approach. Inspired by lean startup, hardware entrepreneurs are developing new tools and methodologies for exploring and validating their product ideas prior to mass manufacture. 3D printing and off-the-shelf development kits are being used to support rapid product iteration and low-volume early adopter sales. Existing commercial products are being hacked by entrepreneurs to prototype and explore completely new experiences. Prototypes are becoming instrumented to collect data on engagement and usage patterns in the field. Illustrated with case studies from the Highway1.io hardware startup accelerator this talk will share a range of emergent patterns and best practices in lean hardware development.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Marcus Gosling, Highway1.io , @marceire
In mass-production, you only have one chance to get the product right. The in-flexibility and expense of the physical product supply-chain prohibits an experimental, iterative approach. Inspired by lean startup, hardware entrepreneurs are developing new tools and methodologies for exploring and validating their product ideas prior to mass manufacture. 3D printing and off-the-shelf development kits are being used to support rapid product iteration and low-volume early adopter sales. Existing commercial products are being hacked by entrepreneurs to prototype and explore completely new experiences. Prototypes are becoming instrumented to collect data on engagement and usage patterns in the field. Illustrated with case studies from the Highway1.io hardware startup accelerator this talk will share a range of emergent patterns and best practices in lean hardware development.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Lean UX for Startups and Enterprise: Ten Secrets to SuccessJohn Whalen
We have consulted with startups and large enterprises seeking to produce the right product (e.g., mobile app, web application) faster. We will reveal the remarkable similarities between startups and large organizations seeking to be as nimble as startups.
In a majority of cases the challenges were the same: - they were not sure how to speed development - they had difficulty balancing user and business needs - they typically had strong development teams with established methodologies that had blended agile and waterfall methodologies - they typically had little user experience expertise or input in the existing designs - designs / development builds were underway but the results of the designs were unsatisfying to users
We have done LeanUX design projects with a number of clients continuously testing and honed our process by testing various techniques: - rapid iterative design and improvement (design thinking) - brain storming sessions (design thinking) - design studios (traditional art school critiquing process) - rapid prototyping, usability testing and revision
We also want to share the pitfalls as you start to get involved in lean startup including having: - The “genius designer” mentality within the UX team - The "stay in the building until the product is ready" mentality - Different internal groups (design, development) that work against each other - Executives that swoop down and influence (aka hijack) the process - Too little contact between the designers and other team members - Too many chefs leading to poor focus - The anti-cheerleader who always says “No!”
Through a series of case studies we will describe the processes and flow that worked best for both large enterprises small startups: - Conducting a strategy workshop to align the team on business and user needs - Rapidly developing personas and scenarios as a team with all stakeholders - Conducting a design studio with all stakeholders to agree on the design directions to explore - Rapidly iterated prototype and guerilla testing - Creating non-technical, but partially functional prototypes through available tools (e.g., Axure, Proto IO, iRise)
Nearly every group we worked asked: - Does this work for a company like mine (Startup, Enterprise, Healthcare, Government, etc.)? - What was the composition of the most successful LeanUX teams? Number of team members? Types of expertise? - How did the process differ between Startups and Large Enterprises?
Slides Beth Temple recently used in her discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Teresa Torres, Product Talk, @ttores
In this session, you’ll learn how to create shared context so that everyone on your team knows how to prioritize your experiments. You’ll also learn about two common Lean Startup mistakes and how to avoid them. Come prepared to work through a mini case study.
It is possible for a product to pass quality assurance tests and acceptance testing without being user-friendly. It is also too easy for those of us who build digital products to make assumptions about what our users need. As a design thinker, I strive to bring the authentic voices of complex audiences into the product lifecycle through pragmatic research.
A sound design research process not only shapes digital products to be more usable, it also adds value to drive engagement.
Franki Chamaki. Design Thinking. Human Thinking.Franki Chamaki
The following presentation is put together to give you a sample of some recent self-projects that I have been involve to practice my Design Thinking skills. This presentation forms part of my submission for IDEO. Both case studies are good examples of how I think — how I can observe a situation/environment, imaginatively frame problems and questions and consider multiple perspectives in coming up with ideas that desirable, feasibility and viable. I believe "critical thinking" is an ability to understand your problem and respond to intuitively.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
Design Studio: The User Experience Practitioner’s Secret WeaponBrilliant Experience
We all want the best , but often other priorities get in the way: “Bob from Marketing wants it to…”, “The developers don’t like that approach...”, “That feature is a ‘nice to have’”.
This slide deck will walk you through a design studio and how it can be a great tool to align product owners, developers and UX teams on an approach that balances user and business needs.
2016.08.THAT Conference - GROWING NEW PRODUCTS - VALIDATING YOUR NEW PRODUCT ...Ryan D. Hatch
You know how to build great software. The real question is - // What software do customers actually want to buy? // Do you have a new product / business idea? Learn how to validate new product concepts.
Join our Precon 3 Hour Master Class:
* You will learn the latest best practices for taking new products to market
* Live B2C Customer Interview
* Hands-on Collaboration with other attendees
Learn how to transform product ideas into a successful business. Learn how to interview customers. Learn how to create business models using a test-driven approach. Learn how to avoid the top reasons for startup failure. Learn how to run experiments to validate your assumptions and navigate the uncertainty of new products. Meet some awesome people & expand your new product chops. WARNING: New products are hard, exciting, and may become highly addictive. Only come if you want to make a dent in the world.
How can you help new product managers hit the ground running? Here is product management advice we share at HubSpot when onboarding new product leaders to the team. Check out the blog post here: http://product.hubspot.com/blog/9-lessons-from-onboarding-new-product-managers
Incremental innovations are good enoughRajagopalan V
Incremental innovations can be a forte of any company as long as they have the culture to be innovative. Disruptive innovations happen once in a while and few companies evolve out of them. But doing continuous improvement, and having a process to take ideas to realize products is essential for any company to stay alive.
Lean UX for Startups and Enterprise: Ten Secrets to SuccessJohn Whalen
We have consulted with startups and large enterprises seeking to produce the right product (e.g., mobile app, web application) faster. We will reveal the remarkable similarities between startups and large organizations seeking to be as nimble as startups.
In a majority of cases the challenges were the same: - they were not sure how to speed development - they had difficulty balancing user and business needs - they typically had strong development teams with established methodologies that had blended agile and waterfall methodologies - they typically had little user experience expertise or input in the existing designs - designs / development builds were underway but the results of the designs were unsatisfying to users
We have done LeanUX design projects with a number of clients continuously testing and honed our process by testing various techniques: - rapid iterative design and improvement (design thinking) - brain storming sessions (design thinking) - design studios (traditional art school critiquing process) - rapid prototyping, usability testing and revision
We also want to share the pitfalls as you start to get involved in lean startup including having: - The “genius designer” mentality within the UX team - The "stay in the building until the product is ready" mentality - Different internal groups (design, development) that work against each other - Executives that swoop down and influence (aka hijack) the process - Too little contact between the designers and other team members - Too many chefs leading to poor focus - The anti-cheerleader who always says “No!”
Through a series of case studies we will describe the processes and flow that worked best for both large enterprises small startups: - Conducting a strategy workshop to align the team on business and user needs - Rapidly developing personas and scenarios as a team with all stakeholders - Conducting a design studio with all stakeholders to agree on the design directions to explore - Rapidly iterated prototype and guerilla testing - Creating non-technical, but partially functional prototypes through available tools (e.g., Axure, Proto IO, iRise)
Nearly every group we worked asked: - Does this work for a company like mine (Startup, Enterprise, Healthcare, Government, etc.)? - What was the composition of the most successful LeanUX teams? Number of team members? Types of expertise? - How did the process differ between Startups and Large Enterprises?
Slides Beth Temple recently used in her discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
Teresa Torres, Product Talk, @ttores
In this session, you’ll learn how to create shared context so that everyone on your team knows how to prioritize your experiments. You’ll also learn about two common Lean Startup mistakes and how to avoid them. Come prepared to work through a mini case study.
It is possible for a product to pass quality assurance tests and acceptance testing without being user-friendly. It is also too easy for those of us who build digital products to make assumptions about what our users need. As a design thinker, I strive to bring the authentic voices of complex audiences into the product lifecycle through pragmatic research.
A sound design research process not only shapes digital products to be more usable, it also adds value to drive engagement.
Franki Chamaki. Design Thinking. Human Thinking.Franki Chamaki
The following presentation is put together to give you a sample of some recent self-projects that I have been involve to practice my Design Thinking skills. This presentation forms part of my submission for IDEO. Both case studies are good examples of how I think — how I can observe a situation/environment, imaginatively frame problems and questions and consider multiple perspectives in coming up with ideas that desirable, feasibility and viable. I believe "critical thinking" is an ability to understand your problem and respond to intuitively.
Presented at Business of Software USA, Tony Ulwick (Strategyn) shares insights on how to deliver products that do useful jobs for customers, practical steps you can take to discover these jobs and strategies for success.
Watch if you are involved in product strategy or development, or simply want to make something great for your customers.
Design Studio: The User Experience Practitioner’s Secret WeaponBrilliant Experience
We all want the best , but often other priorities get in the way: “Bob from Marketing wants it to…”, “The developers don’t like that approach...”, “That feature is a ‘nice to have’”.
This slide deck will walk you through a design studio and how it can be a great tool to align product owners, developers and UX teams on an approach that balances user and business needs.
2016.08.THAT Conference - GROWING NEW PRODUCTS - VALIDATING YOUR NEW PRODUCT ...Ryan D. Hatch
You know how to build great software. The real question is - // What software do customers actually want to buy? // Do you have a new product / business idea? Learn how to validate new product concepts.
Join our Precon 3 Hour Master Class:
* You will learn the latest best practices for taking new products to market
* Live B2C Customer Interview
* Hands-on Collaboration with other attendees
Learn how to transform product ideas into a successful business. Learn how to interview customers. Learn how to create business models using a test-driven approach. Learn how to avoid the top reasons for startup failure. Learn how to run experiments to validate your assumptions and navigate the uncertainty of new products. Meet some awesome people & expand your new product chops. WARNING: New products are hard, exciting, and may become highly addictive. Only come if you want to make a dent in the world.
How can you help new product managers hit the ground running? Here is product management advice we share at HubSpot when onboarding new product leaders to the team. Check out the blog post here: http://product.hubspot.com/blog/9-lessons-from-onboarding-new-product-managers
Incremental innovations are good enoughRajagopalan V
Incremental innovations can be a forte of any company as long as they have the culture to be innovative. Disruptive innovations happen once in a while and few companies evolve out of them. But doing continuous improvement, and having a process to take ideas to realize products is essential for any company to stay alive.
Test Your Innovation IQ Holly Green, Contributor Origina.docxtodd191
Test Your Innovation IQ
Holly Green, Contributor
Original Source
Everyone knows that innovation means coming up with the next great idea in your
industry, right? Actually, there’s a lot more to it than that. Test your ability to separate
innovation fact from fiction by answering the following questions true or false:
1. Innovation is the act of coming up with new and creative ideas.
2. Innovation is a random process.
3. Innovation is the exclusive realm of a few naturally talented people.
4. The biggest obstacle to innovation is a lack of organizational resources and
know-how.
5. The most important type of innovation involves bringing new products and
services to market.
6. Teaching employees to think creatively will guarantee innovation.
7. The most powerful way to trigger your brain is to simply ask it a question.
8. Most companies pursue incremental rather than disruptive innovation.
9. Most companies are not structured to innovate.
10. Listening to your customers is a great way to innovate.
Answers:
1. False. In business, innovation is the act of applying knowledge, new or old, to the
creation of new processes, products, and services that have value for at least one of
your stakeholder groups. The key word here is applying. Generating creative ideas is
certainly part of the process. But in order to produce true innovation, you have to
actually do something different that has value.
2. False. Innovation is a discipline that can (and should) be planned, measured, and
managed. If left to chance, it won’t happen.
3. False. Everyone has the power to innovate by letting their brain wander, explore,
connect, and see the world differently. The problem is that we’re all running so fast that
we fail to make time for the activities that allow our brains to see patterns and make
connections. Such as pausing and wondering….what if?
4. False. In most organizations, the biggest obstacle to innovation is what people
already know to be true about their customers, markets, and business. Whenever you’re
absolutely, positively sure you’re right, any chance at meaningful innovation goes out
the window.
https://www.forbes.com/sites/work-in-progress/2011/12/06/test-your-innovation-iq/#3133e7f0395b
5. False. It’s certainly important to bring new products and services to market. But the
most important form of innovation, and the #1 challenge for today’s business leaders
may really be reinventing the way we manage ourselves and our companies.
6. False. New ideas are a dime a dozen. The hard part is turning those ideas into new
products and services that customers value and are willing to pay for -- a process that
requires knowledge about what your customers want and need, coupled with
implementation.
7. True. Ask a question and the brain responds instinctually to get closure. The key with
innovation is to ask questions that open people to possibilities, new ways of looking at
the same data, and new interpre.
How To Fail: 25 Secrets Learned through FailureTaylor Davidson
25 Secrets Learned through Failure, by Taylor Davidson at Unstructured Ventures.
Visit the post on unstructuredventures.com/uv (short link to post: http://tinyurl.com/howtofail ) to add to the discussion, share your lessons learned from failure, and view more.
Focus On What Matters - From Product Vision to Product RoadmapOneUp Vitamins
Focus on what matters when going from product vision to product roadmap. Held at the Agile Product Delivery meetups and one of the favourites for our Lunch & Learn sessions..
Focus on what matters when going from product vision to product roadmap. Held at the Agile Product Delivery meetups and one of the favourites for our Lunch & Learn sessions..
#Reverse Brainstorming - A Creative Group Problem-Solving Technique for Com...SN Panigrahi, PMP
#Reverse Brainstorming - A Creative Group Problem-Solving Technique for Complex Problems# by SN Panigrahi,
Essenpee Business Solutions, India,
Understanding Reverse Brain Storming,
Reverse Brain Storming - Process,
Reverse Brain Storming – Examples of Idea Reversal,
Turn a Negative Gripe Session into a Positive Brainstorming Session
7 ways to get more value from your precious customer insightMartin Wright
How often have you seen expensive research gathering dust; wasted and ignore? Insights capable of helping a company become fitter, more popular and richer crowded out by today’s urgent demands?
In this multi-channel, fast moving and competitive world understanding customers better has never been more important.
Here are seven things we do that help companies fully exploit the value locked in this rich resource. Some are simple, others require effort; all provide great value for money.
I wrote this guide to act as a useful reference when creating inspiring and well-crafted creative briefs. It’s not definitive, nor is it necessarily intended to bring anything ‘revelatory’ to the topic but instead is aimed at codifying some useful ideas and advice on the subject.
The Innovation Recipe: Six steps to turn your ideas into resultsJenny Vandyke
An overview of the six-step Innovation Recipe.
For more information on the book, or to download a free chapter sampler, go to:
http://www.zumbara.com.au/the-innovation-recipe.html
Ken Sandy - Ten tips to lead as a PM through influenceProduct Anonymous
Product managers are under pressure to drive results, but cannot wield direct power or authority to achieve their objectives. If you don't know how to influence people at all levels of the organization, how will you create the best possible product? In this talk, Ken Sandy shares ten techniques from The Influential Product Manager that product managers can immediately apply at each stage of the product life cycle to achieve the best outcome for the customer and their organization.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Search and Society: Reimagining Information Access for Radical FuturesBhaskar Mitra
The field of Information retrieval (IR) is currently undergoing a transformative shift, at least partly due to the emerging applications of generative AI to information access. In this talk, we will deliberate on the sociotechnical implications of generative AI for information access. We will argue that there is both a critical necessity and an exciting opportunity for the IR community to re-center our research agendas on societal needs while dismantling the artificial separation between the work on fairness, accountability, transparency, and ethics in IR and the rest of IR research. Instead of adopting a reactionary strategy of trying to mitigate potential social harms from emerging technologies, the community should aim to proactively set the research agenda for the kinds of systems we should build inspired by diverse explicitly stated sociotechnical imaginaries. The sociotechnical imaginaries that underpin the design and development of information access technologies needs to be explicitly articulated, and we need to develop theories of change in context of these diverse perspectives. Our guiding future imaginaries must be informed by other academic fields, such as democratic theory and critical theory, and should be co-developed with social science scholars, legal scholars, civil rights and social justice activists, and artists, among others.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
State of ICS and IoT Cyber Threat Landscape Report 2024 previewPrayukth K V
The IoT and OT threat landscape report has been prepared by the Threat Research Team at Sectrio using data from Sectrio, cyber threat intelligence farming facilities spread across over 85 cities around the world. In addition, Sectrio also runs AI-based advanced threat and payload engagement facilities that serve as sinks to attract and engage sophisticated threat actors, and newer malware including new variants and latent threats that are at an earlier stage of development.
The latest edition of the OT/ICS and IoT security Threat Landscape Report 2024 also covers:
State of global ICS asset and network exposure
Sectoral targets and attacks as well as the cost of ransom
Global APT activity, AI usage, actor and tactic profiles, and implications
Rise in volumes of AI-powered cyberattacks
Major cyber events in 2024
Malware and malicious payload trends
Cyberattack types and targets
Vulnerability exploit attempts on CVEs
Attacks on counties – USA
Expansion of bot farms – how, where, and why
In-depth analysis of the cyber threat landscape across North America, South America, Europe, APAC, and the Middle East
Why are attacks on smart factories rising?
Cyber risk predictions
Axis of attacks – Europe
Systemic attacks in the Middle East
Download the full report from here:
https://sectrio.com/resources/ot-threat-landscape-reports/sectrio-releases-ot-ics-and-iot-security-threat-landscape-report-2024/
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...
Innovation & Product Considerations
1. I n n o v a t i o n & P r o d u c t
C o n s i d e r a t i o n s
2. 2
You can’t be good at innovation without being good at
product. Trying to innovate without being good at
product is just an exercise in ideation. You will come up
with a lot of potential ideas, with some of them actually
being good. However, without the ability and discipline
to execute, the ideas will either remain ideas or you will
consistently fail to deliver any meaningful results from
your pursuit of the ideas.
Being good at product and having a product discipline
provide the foundation to execute and deliver the value
and impact potential of your innovation pursuits.
Being good at innovation means
being good at product
3. 3
Most companies are now good at components of product,
but not holistically good. Being good at design and
development isn’t enough. You must have a product
discipline that owns and managers products and that
operates independently from any other company
discipline.
Product collaborates with and leverages development,
marketing, design, legal, etc., but product needs to be it’s
own discipline and able to operate autonomously from
other company disciplines just as the other disciplines
currently do.
The only way to become world-class at product and
innovation, is to develop a holistic product discipline.
Develop a holistic product
discipline
4. 4
It takes the same time, energy, resources, and money to
solve low or medium-value problems as it does high-
value ones. Low and medium problems get our attention
because of impatience and the desire for quick wins. It is
sometimes possible to evolve a low-value problem into a
high-value one, but it is rare.
Once you’ve validated that you are pursuing a high-value
problem, you need to validate that people care about it.
Too many products are created chasing problems that
aren’t high-value and that people don’t care about. You
need both for a product to provide value to both you and
your customers/users.
Solve a high-value problem
people care about
5. 5
Deeply understand the high-value problems you pursue.
Your intent should be to understand problems at an
expert level. Understand problems deeply and become an
expert by asking questions of customers/users until you
can’t ask anymore questions. When you run of out
questions, you know you are at the core of the problem.
Truly understanding a problem means you get intimately
involved where, when, and with whom the problem
occurs. The front lines at the moment of truth. Sure, you
can do some research, surveys, focus groups and other
understanding activities, but nothing replaces putting
yourself in the shoes of the people affected and
experiencing the problem.
Truly understand the problem
6. 6
Customers/Users need to be at the center of any new
product or innovation initiative. This seems obvious, but
we still see too many initiatives where this isn’t the case.
Sure this requires an investment of time, energy, and
money, but the alterative is to build something based on
your biased and uninformed position or based on what
customers/users are experiencing and want.
User centered design and design thinking are fancy terms
to facilitate the customer/user being at the center of an
initiative. It doesn’t matter what you call it as long as you
are doing it and have the intent and act with the
customer/user at the core.
Customers/Users at center
7. 7
We’re wired to believe we are smart and capable when
we have answers. This is actually counterintuitive, as our
stakeholders expect us to have answers around what we
should know. We get ourselves in trouble when we stop
asking questions and think we have the answers.
The truth is we demonstrate more expertise through
questions than answers. Asking good questions
demonstrates we have context of the situation for the
other party and that we are empathetic to their current
state. Deeply understanding a problem begins and ends
with asking great questions of customers/users.
Questions Demonstrate More
Expertise than Answers
8. 8
Humans are problem-solvers. Someone brings us a
problem and we want to solve it as quickly as possible.
This isn’t fundamentally a bad trait, but when it comes to
product and innovation, it is.
We also often create solutions in search of a problem.
This almost never works.
Coming up with solutions before truly, deeply
understanding the problem causes us to miss the mark
and not solve the problem. Take enough swings and
misses and projects get defunded, people get moved
around, and innovation/product initiatives come to a
screeching halt.
Solutions before understanding
produce failure
9. 9
If you race to a solution before understanding and
validating you are solving a high-value problem, you are
likely to roll out a surface-level solution that will only
solve a surface-level problem. Surface level problems are
typically not worth the time and energy to solve, even if
you get it right.
It is easy to fall into this trap. The tendency is to fall back
on things you’ve already done (regardless of
effectiveness) or rely on what is trending. The chances of
what you’ve done in the past or what is trendy hitting the
mark are low and don’t turn a surface problem into a
high-value one anyway.
Surface solutions, solve surface
problems
10. 10
Arbitrary anything is a recipe for failure of a product and
an initiative. Everything can and should be validated by
customers/users. Anything less is laziness and
incompetence.
Validating everything takes time, but moving forward
based on assumptions and what you believe or think is a
recipe for failure. What you believe and think inform
your hypothesis, but should never go beyond that. What
you believe and think are from a biased perspective, and
ultimately, from a less valuable position than your
customers/users.
Validate everything
11. 11
What customers/users say and what they do are often
different. You should value actions over words.
Customer/user actions should drive your product
decisions and actions. You accomplish this by including
analytics with every version of the product you put in the
hands of customers/users. Powerful analytics are worth
the time and effort because of the insights you garner
about how the product is actually being used, as
compared to what customers/users say they will do.
Without deep, powerful analytics, you will make product
decisions from a less informed position and are more
likely to get it wrong.
Action drives action
12. 12
You should seek for customers/users to kill your idea,
product, and functionality. “Seeking no” keeps us
grounded and our egos in check as we are creating
something.
“Seeking no” and letting customers/users know that “no”
is an acceptable, if not even preferred, response
empowers them to be comfortable and honest.
Seeking no also empowers you. No is powerful. The
clarity of what we shouldn’t be working on is just as
valuable and as knowing what we should be working on
because the no’s help us identify the yes’.
Seek no
13. 13
Creation is hard. Creating inside of an existing
environment with established procedures, policies, and
culture is harder. The process of creation is not an
exercise in perfection, but progress. There is no finish
line for innovation and products, only milestones and
markers along the way.
We want things to be tidy and we like to be able to
definitely say something is complete. There. Done.
Products have lifecycles certainly, but the lifecycles are
typically longer and more complex than we can originally
see and comprehend.
Progress, not perfection
14. 14
New product and innovation teams should look like Navy
Seals. A highly trained, multi-disciplinary team of
experts focused on a high-value, urgent mission that
requires laser focus and unwavering commitment.
Average won’t do with the Navy Seals and it won’t do for
your new product and innovation teams. The process of
creating a new product that innovates and disrupts is too
hard & important. It can only be accomplished with the
best of the best.
The team can be made up of people from outside your
company and often this is best as others probably have
more experience in being Navy Seal like.
Teams Should Be Like Navy
Seals
15. 15
A product can have code that is fast and scalable, but still
not be successful. Similarly, a product can have the
world’s best user interface and not be successful. There is
so much more to successful products.
Successful products are a bridge between the business
outcomes a company wants and the value
customers/users need. As a result, successful products
are not only fundamentally sound and capable products,
but everything associated to the product reinforces the
bridge between company and customer/user. This
include pricing, support, branding, messaging, and more.
This is often referred to as product market fit, but we
think it goes even deeper than that to product love and
obsession.
Good products & successful
products aren’t necessarily the
same
16. 16
Adopting and implementing a methodology, process, and
system doesn’t mean you are now great at product or
innovation. Methodologies, processes, and systems can
be crutches that make us believe we have moved from
bad/poor to good/great. It doesn’t.
For instance, we all know companies that have
implemented agile, but aren’t any better at product and
innovation than they were before. Methodologies,
processes, and systems do not inherently make you great.
They can be components of being great, but they don’t in
and of themselves make us great.
Methodologies, processes, &
systems can be crutches
17. 17
Why are startups better at product, innovation, and
disruption than large companies with more resources of
every type? In part because of those very resource
constraints.
Resource constraints drive focus and urgency. A startup
is laser focused on solving one high-value problem and
they become obsessed with working with customers to
solve it.
Startups build nimble, highly productive teams because
they have to. A startup doesn’t have unlimited time,
energy, and money. All will run out at some point if they
don’t solve the problem in a way customers care about
and will pay for within a short timespan. Even startups
that are venture backed still have to operate with a hyper
focus and sense of urgency.
Constraints force focus
18. 18
Enterprise companies struggle with innovation and
product because they are slow, but another significant
factor is risk aversion. Risk aversion manifests in many
different ways, but the most impactful is being too safe.
Enterprises are structured for safety and security. All of
the policies and procedures are about protection. This
permeates into innovation and product by pursing
initiatives that aren’t disruptive to a company’s way of
doing business and how customers and the market
perceive the company.
Because of the safety first culture, enterprise’s end up
with efficiency innovations, which can have positive
impacts on how the company performs what it currently
does, but these aren’t disruptive and innovative. Getting
better at what you are already doing isn’t true innovation.
Big equals safe
19. 19
We often focus on labels too much. It doesn’t matter
what you call a new product, whether that’s MVP, Alpha,
Beta, or Version 1.
It doesn’t matter because we end up twisting what the
definitions of things really are to fit our own use.
It also doesn’t matter because our intent matters more
than any label.
The intent should be to solve a high-value problem
people care about in the simplest and most elegant way
possible.
Labels are irrelevant
20. 20
Easy or hard shouldn’t affect what you do and when you
do it. Everything should be judged through the lens of
what matters and what matters most right now.
This may mean that something that will take 6 months to
complete needs most, if not all, available resources today
and for the the next 6 months should be done over many
things that could be done in that timeframe that are of
lower value to customers/users.
Hard or easy doesn’t matter
21. 21
This is one area where human nature harms us. When
creating a new product, something that does 1,000
things in an average way is never better than something
that does five things kickass. It just isn’t. Yet, we will
justify why the version 1 of a new product needs more.
The product doesn’t need more, we need more. We need
the product to do and be more because it makes us feel
better about the product, and more importantly, to our
egos.
Define the five things your product has to be world-class
at and send anything that doesn’t support these to the
product roadmap for a future version. Less is always
more when it comes to new products.
More isn’t better
22. 22
It is easy to fall into the trap of seeing what new,
disruptive products and companies are doing and to
want apply what they are doing to your company and
industry. Don’t. It’s a cop-out. You can do better.
Being the Uber of trash of trash collection or whatever
other similar analogy you can come up with doesn’t make
you innovative. This kind of reference is easy and makes
us feel like we’re being innovative because it
demonstrates we know how the X of Y is disrupting a
space, but copying someone else’s innovation doesn’t
make you innovative.
Certainly there are things that can be learned by studying
those who are doing innovative and disruptive things, but
must take the learnings and apply them to your own
unique situation and not just be a copy cat.
Don’t be the X of Y
23. 23
When we avoid getting new products in front of the
customers/users, it is because of fear. It might manifest
as something that appears to be rational and logical, but
is is fear. One more feature. One more polish of the UI.
One more review of the UX.
The fear of rejection and people not liking our product
and therefore us keeps us from doing what we know we
should should…get a product in front of users.
Regardless of how much we have accomplished
individually, as a team, or a company, we are susceptible
to the fear of rejection and inadequacy around what
we’re working on.
Fear drives, not shipping
24. 24
Many of the considerations in this document are about
our egos as people and companies. You can’t be great at
product and innovation without being aware of the
effects ego has on our beliefs, decisions, and actions
maround new products and innovation.
New product failures and a lack of innovation are often
more about our self-imposed limitations than any market
or competitive force.
Ego causes us to look inwardly and to believe we have the
answers, rather than being customer focused and centric.
Ego prevents us from being vulnerable and open to new
ways of thinking and doing things. True innovation and
disruption starts with being able to admit you don’t know
what to do and that’s okay.
Ego is your enemy
25. 25
None of us wants to or should intend to fail. The fail fast
mantra fosters the wrong perspective. Our intent should
be to learn and iterate fast, not to fail fast.
If you put the customer/user at the center, with enough
time and the right mindset, success is inevitable. New
products and innovations often fail because the people
behind them believe failure is a badge of honor and is the
objective. It isn’t and never should be.
Having a series of failed initiatives and products should
never be a badge of honor in an of themselves. With that
said, you will have setbacks and you will get things
wrong, but as long as you are learning from it and
evolving you haven’t failed, you just haven’t succeeded
yet.
Failing fast is BS