American Airlines is my preferred US-based airline, especially for Asia-Pacific and Oceania travel. I’m fortunate that my day job as an analyst pays for business-class travel for flights over 8 hours. But one area that American’s business-class service lags, and this is going to sound petty, is amenities. Namely, the pillows are useless. The stuffing is so loose that your head sinks through the pillow and into the seat/bed.
I saw a few tweets this week about how people use task lists and I thought I’d share my method. Over the last nine years or so, I’ve finally refined how I structure my daily task list. When I was a software engineering manager, I developed what I later discoved was simplified bullet journaling. This method also works with the Pomodoro Technique, which is working on a task for 25 minutes, then taking 5 minutes off.
In the early 2000s, there was a lot of hype around B2B portals that would replace expensive EDI (electronic data interchange) infrastructure. I worked on three of them: one in aerospace, another for a specific airline and a third that was meant to be general purpose. The idea was the same: a centralized platform, owned either by a consortium of participants or operated by some third party, would replace EDI with a bunch of XML messages. Sprinkle in some Enterprise Java Beans and let the cash roll in.
The Bose Sleepbuds had an interesting development cycle. Instead of creating something entirely in-house, Bose turned to crowdfunding to figure out the interest level of a high-tech audio sleep aid. The experiment was a success and the product quickly sold out on Indiegogo. I recently received a pair as a gift and, after using them for a few nights, have some initial impressions.
My day job as an industry analyst gives me great exposure to all kinds of business writing. Some of it is good. A lot of it isn’t. A common trait of bad business writing is what I call the illusion of action, or giving the appearance that you’re advising or instructing your reader to do something, but the action is either nonexistent or vague. From the content I’ve reviewed, weasel words are a big contributor to weak business writing.
Data visualizations increasingly inform our daily decisions. Traffic visualizations inform which route to take to the office, business intelligence dashboards indicate how you’re doing on projects and key performance indicators. And data collected by fitness trackers tell you how close you are (or aren’t) to reaching your weight loss or fitness goals.
“…in a functioning society markets are shaped and re-shaped by political power”
During my undergrad, one of the most enjoyable classes I took was how to develop emerging economies. The documented progression of economies from agriculture to manufacturing was fascinating, but it was only a 300-level course and it was short on details. I found Joe Studwell’s “How Asia Works” on some recommended book list and promptly added it to my Kindle.
Deciding what information to include in a presentation is a challenge everyone faces. From the presenter’s perspective, every fact that supports the presentation objective has some value. These might be case studies, data points, primary research, or other elements that drive the point home. Some facts, like primary research studies, might have a high impact while others, like anecdotes and informal stories, have less impact.
On April 30th, South China Morning Post reported that Chinese companies are using brain-reading technology to detect the emotional state of workers. The article was short on details but long on effectiveness claims. If you missed it, the device looks like this:
Sharing a great post from Farnam Street on mental models for problem solving. In my day job, I use a number of these methods for market and product forecasting. One of the most valuable methods is Second Order Thinking:
First-level thinking is simplistic and superficial, and just about everyone can do it (a bad sign for anything involving an attempt at superiority). All the first-level thinker needs is an opinion about the future, as in “The outlook for the company is favorable, meaning the stock will go up.” Second-level thinking is deep, complex and convoluted.
When working with technology vendors, they frequently can’t get past the first level. In their defense, the first order is what’s in front of them – often the next quarter of results. My end user clients, the folks writing checks for technology, are less concerned about the next 3-6 months, but the next 3-6 years. This is where second order thinking comes in. It’s often contentious and imperfect; predicting the future usually is, but this model gives a framework for approaching it.