Modern Skills for marketer

Screenshot (17)

 

廣告

台北卡 3.0

https://id.taipei/tpcd/tpcards

也可以用市民e點通申請臺北卡金質會員 //https://tpcdservice.gitbook.io/tpcdcardqa/shi-minetong-shen-bei-ka-jin-bu

台北卡所有服務一覽: https://id.taipei/tpcd/tpcards

Screenshot (10)

 

 

室內植物

53584752_2577973495608846_9001735317606105088_n

這工具應該很有用吧. 在室內可以作為環境優化的工具.

 

Jolla

wiki :https://zh.wikipedia.org/wiki/Jolla

site: https://jolla.com/

 

Unbounce

company info : https://en.wikipedia.org/wiki/Unbounce

The company produces landing pages for websites, and is the host of the annual Call to Action Conference.

這加拿大公司專做網路訪客轉商機的網頁

Unbounce’s service enables companies to create landing pages, which are online marketing tools designed to increase sales.

How Unbounce’s technology is helping companies translate online visitors to sales leads one landing page at a time

這算很熱門的技術嗎? 

 

3 best practices for bootstrapping an open source business

前幾天才寫創業要從自己開始,但今天就看到一篇文章提到做一個開源的軟體生意不要自獨做. 顯然很多事沒標準答案.  要看情況

關於創業很多都是聚焦在籌資, 怎麼搞錢, 如何如何.

我反而觀察現在因為技術的普及,創業的成本已大幅降低. 不應該聚焦過多在資金面.  open souce  相關的項目, 成本已經很低,  相對ROI應該極高.

但 That open source startups are hard to find in the investment-first ecosystem is not surprising, because they’re usually started by people who actually build the product.

Most of the time, seeking early stage investment for an open source product doesn’t make financial sense.

On the other hand, there’s much to be gained from the business and marketing knowledge in local startup communities, so being sequestered from them can put open source developers at a disadvantage.

很多公司的觀念也是這樣,  我有親身體驗.  過度強調做產品, 而沒有整體商業概念, 沒有財務觀念, 沒有市場知識, 不是菜市場歐,是產品的市場, 是全球各區各國的市場. 有些也是老闆或主管的私心造成的, 台灣企業很嚴重. 真的.

若是開一家 Open source 的公司, 竟然建議不要獨自創業, 這引起我的好奇.

  • Don’t do this on your own

Take a look at most developers’ personal projects and you’ll find that they’re usually very personal. We have a tendency to base our side work on the one thing we can’t base our daily work on, and often this is why so many open source side projects quickly fade into obscurity. The developer focuses so much energy on writing “elegant" software that they forget to release usable software.  We can be so bent on our own use-case that we forget to build something for a realistic user base.

That’s why having at least one developer partner when building an open source product is so important.

Having someone capable of questioning your decisions and giving new perspectives is invaluable, and it also makes you accountable to someone. Projects with multiple developers have a much higher completion rate because team members tend to keep each other from slacking off.

OK, 我理解了,別太個人化太求完美,至少找一個夥伴. 也比較會怠惰

另外, 提到,

Have a revenue model in mind from the beginning.

Release early, improve regularly

Build your business by thinking like a businessperson

這些細節我就比較清楚了.

Markdown 語法

我在培養多看技術文件的習慣, 練英文, 用英文學技術.

我常用的Markdown 編輯器 :

MarkdownPad2

 

The forth industrial revolution

 

the forth industrial revolution

軟體專案管理

這方面的書, 大陸和美國還是多一點, 台灣這方面不是那麼強, 都是學國外的做法.

有些書我覺得滿不錯, 也有中文版, 學到很多方法, 但專案管理面對的對向是人, 是組織的文化, 這主題幾乎談不完,但我讀到很多書分析很多問題和很多解方, 讀過後面對專案裡的問題會有幫助吧.

有些書單我覺得不錯:

人月神話

編程創藝

走出軟體工廠

駭客與畫家

最近讀的一套書: 溫伯格的軟體管理學  1-4 卷 (Quality software management)

這套書就談得滿深入和豐富, 深入到有些情境可能都還沒遇過.  專案管理硬體方面台灣已滿成熟, 但軟體方面,就很難講了, 這幾年有新開很多軟體開發大案嗎? 若企業裡注重這些管理方法那其實就滿不錯, 但我記得不是如此. 台灣這方面的成熟度很落後的. 我是滿好奇資管系是否學這些方法? 學到什麼程度?  一群人的文化並不容易改變,  往往專案的問題不是在工具和方法, 而是在人. 組織在不同階段的規模影響

 

 

 

 

變革為何難?

如果直接問我,答案是:

  1. 利益衝突
  2. 溝通失敗或粗糙
  3.  內部山頭林立, 企業文化不一致
  4. 不懂方法,沒有真正理解管理方法
  5.  行為沒有和價值連結

MIT 的文章: What Makes Change Harder — or Easier

  • it pays to analyze the implicit values embedded in it. Then ask yourself: How well will those values fit our existing organizational culture? // 先分析變革的內在價值, 對公司文化有何幫助.  光這點就有很多差異了
  • a key reason for this frequent failure: Organizations often don’t consider that the management practices and methods they are about to introduce come with underlying values and assumptions about how things should get done. We call this the management methods’ embedded culture.
  • Failing to recognize that management approaches build on a specific set of values and were developed in the context of specific assumptions can lead to friction with the culture of the organization into which a new method is introduced. //變革失敗是未考慮到實際情況和管理方法, 沒說明事情該如何有價值的完成, 缺少"嵌入式的文化",不懂管理方式是建立在企業的context 之中這會導致企業的摩擦
  • management methods and practices are not culturally neutral, but instead come with an embedded culture, can be a powerful lever to strengthen change efforts and increase the odds for success, so you can achieve your goals. //要強化管理方法力道, 就是embedded culture 作對就賞, 
  • 變革的方法就是些價值內涵, 改變才有意義.
  • 企業文化和方法要合適

這講的很抽象,  我一開始回答的五點應該有達到吧. 如果一家企業都是拉親拉戚,  所有的行為都跟價值不連結,  這還有救嗎?

 

 

  • Joe

  • 分類

  • 標籤

  • 文章存檔

  • Follow Joe on WordPress.com
  • 輸入電子郵件地址以關注此網誌,並透過電子郵件接收新文章通知。

  • 廣告
%d 位部落客按了讚: