From learning to pay it, to trying to get it, attention has been the “it” concept of marketing and business. How will technology be the answer?
- Attention: A Muscle to Strengthen. The Atlantic: Sood is a physician, a professor of medicine at the Mayo Clinic, no less. There he recently founded the Global Center for Resiliency and Wellbeing and is now taking to the Internet to teach people how to train their minds for a better life. One of the core elements of Sood's practice is helping people to “create intentionality.” He describes the approach plainly: choosing where you deploy your attention and how you process information.
- How consumer habits are subject to the law of unintended consequences. The Spectator: The conventional explanation for the decline of Tesco (beloved of accountants, city analysts and other members of the economic autisto-cracy) holds that cheap shops such as Lidl and Aldi undercut Tesco’s prices and so people deserted Tesco to save money (yawn). A more interesting explanation takes a complex view of human behaviour.
From scaling data in the physical world to scaling speed and effectiveness in product development, we are wrestling with the limitations of what we can do, and the constrains of what we know so far.
- The Realities of Installing iBeacon to Scale. Brooklyn Museum: We are using beacons from Estimote; we selected these units because the developer community is strong and we received consistently good customer service and communication from the Estimote team. Estimote has a standout SDK, too, which means we can develop tools to help us—the ability to create our own tools and fully integrate into ASK was critical. In a market with many players, what we gained in these regards is unparalleled and we’d make the same choice today—both vendor and technology—even knowing the headaches we’ve been facing.
- Lessons Learned from Scaling a Product Team. Intercom: We believe you achieve greatness in 1,000 small steps. Therefore we always optimise for shipping the fastest, smallest, simplest thing that will get us closer to our objective and help us learn what works. All our projects are scoped into small independent releases that add value to customers. Everyone should push everyone else to reduce scope and simplify, in order to move faster and not spend time on things that turn out not to be important.
Blazing trails in digital is something we see in retrospect when we try new things - examples from going web-first with a show to identifying the three things your product is extremely good at doing.
- How 'The Daily Show with Jon Stewart' conquered the social web. Mashable: By being forced to go digital when it did, Comedy Central was poised to benefit from another growing trend that was just starting to take off at this time: the modern age of social media. [...] Within a few years, every major TV show — especially late-night entities — would take advantage of the social web. Videos started to get created with the web in mind. Share buttons got prominent placement in video players and brand and network accounts popped-up specifically to help the shows go viral and become discussed.
- From 0 to $1B - Slack's Founder Shares Their Epic Launch Strategy. First Round: Make Active Listening Your Core Competency As much information as Slack put out to customers, they learned even more themselves. Butterfield and his cofounders are voracious readers of user feedback, and they attribute much of the company’s rapid traction to this skill. From the get-go, Slack made sure that users could respond to every email they received, and approached every help ticket as an opportunity to solidify loyalty and improve the service. As they listened to their ever-growing flock of users, the Slack team iterated accordingly.