Data
What to do when data disagrees
Data should be used to inform your decision-making, not to make your decisions for you.
Mark Mulvey
Strategic planner & team lead specializing in user research, brand planning & architecture, customer experience (CX), product & pricing strategy, content strategy, web design, and digital marketing.
Technology
Surveillance as a Service
"The immovable instinct that keeps you from allowing cameras in your bathroom is meeting the unstoppable desire for ever more convenience."
Leadership
Leading teams & lessons learned
"Sometimes it is easy to forget that guiding the behaviors and actions of individual team members is a means to an end. Your job is not simply to lead others, your job is to achieve an outcome. Leading and managing people (two different things) is how you achieve that outcome."
Productivity
Interstitial Capture
“I have a secret. Did you know what will happen if you eliminate the empty spaces from the universe, eliminate the empty spaces in all the atoms? The universe will become as big as my fist. Similarly, we have a lot of empty spaces in our lives. I call them
Debt
Technical debt is when code is written so quickly in the interest of deadlines, profit, and ambitious feature promises that bugs get introduced ("Don't worry, we can patch it later") and unintentional complexity accumulates in the codebase on account of the future workarounds and awkward additions
Software
Technological good
Software can be thought of as the purest form of technological good. It consists entirely of data and has no physical form, but it increases productivity enormously. It can be communicated around the world very quickly with modern communication tools, and it is non-rival and non-scarce. Applying software to an
Tort Law in a Peanut
If contracts is the law of deals, torts is the law of duties. —from Tort Law in a Peanut, by John L. Akula "The interests protected by tort law are diverse and changing. Some of the key ones, but by no means all, are the following: * The interest in
Strategy
Dynamic capability
Resources, especially dynamic capabilities, can provide competitive advantage when they are valuable, rare, not readily substitutable, and difficult to imitate. 'Dynamic capabilities' include the capacity “(1) to sense and shape opportunities and threats, (2) to seize opportunities, and (3) to maintain competitiveness through enhancing, combining, protecting, and, when