Empower everyone to reach their full potential\nWe believe everyone should be given access to resources that set them up for success

Done.

done

By , Professional Scrum Trainer, Simon Reindl Scrum.org The purpose of Scrum is to create a potentially releasable Done product Increment, in order to realize business value. Many teams struggle in improving their Definition of Done. The technique described here allows for greater transparency on where the Definition of Done is, and what are the next steps. The intent is to provide a structure for the teams to reflect, and then build a plan on what to introduce to improve the quality of their product Increment. This could be run during a Sprint Retrospective, before starting a team, or at any time during a Sprint. Draw three nested triangles on a whiteboard or flip chart, as show in the image below. Label the centre rectangle “Now”, the middle rectangle “Next”, and the outer rectangle “Future”. Use this to guide the team. I like using colors to emphasize the green future! Invite the Scrum Team to build a path to a more rigorous definition of Done, that would mean that the product Increment can be released with no further work. Generation The team brainstorms everything they would want to be part of the DoD, assuming they can do anything. This should include anything at all, without any constraints or boundaries. Individually team members write each item on a separate post-it and place all of the them on the wall beside the rectangle. Now The Team collectively moves the items they believe they are meeting into the space labelled “Now.” As a team they need to agree that the items in there are what the team are currently doing, or capable of doing in the next Sprint. Everything in this list should reflect current working practices. Typical examples include, checked in code, all unit tests passing, peer review. It is critical to highlight that the team will be held accountable to this definition, in the next Sprint. Next Do the same for the space labelled “Next”. This will consist of items that the team could add to their definition of Done in the short term. These may require a little research, practice or change in behavior. This isn’t about planning when to do them, more an indication of intent. Typical examples include: pair programming, Test Driven Development, automated UI testing, automated deployment to an environment. There is a reason that the team hasn’t been able to put these in their current definition, as they require some work and effort or purchases to be able to achieve. Future Do the same for the space labelled “Future”. This will be the items that require significant investment of time, energy and materials to be able to accomplish. This may require purchase of equipment or tools, negotiation to use tools within a tightly controlled environment, or significant changes to team practices. These aspects are the more challenging to achieve. The team updates their definition of “Done” to include the “Now” items. The items may need to be broken down for more granularity or re-worded for more clarity. I would encourage you to complete this now, so that you have a clear definition of Done agreed. The remaining items can then be ordered in to a rough backlog. These are then captured as actions so that the entire team has transparency around what they are going to include next. The rate at which you pull these into your definition of Done will be dependent on the what the Scrum team can accommodate. It is critical that everyone appreciates that this will improve the outcomes of the whole organization. Done is central to transparency, and having a Done increment that can be released is the key indicator of an effective Scrum Team. To get to this place, requires effort and focus. The whole team and their stakeholders need to support a ruthless focus on quality, to achieve this value. A real example of how an organization embraced this, and reaped the rewards is the fashion retailer ASOS. Read about their story here: . I was fortunate enough to be there for part of their journey, and the effort to achieve the high levels of flow were significant, however the efforts repaid the organization in being able to support exponential growth. https://www.slideshare.net/WinOpsConf/ian-margetts-asos-journey-to-continuous-deployment Originally published at www.advancedproductdelivery.com on March 1, 2019.

Improving your Definition of Done

I built startups that had tons of customers and amazing products. I built startups that made an insane amount of money while being just a few HTML pages. I built and sold startups, and the process is always the same: Grind -> do what investors want -> do stuff that doesn't matter for the customers -> get money in the bank -> repeat. A couple of years ago, I decided that I am done with it. And you should be, too. Lifeups instead of Startups Lifeups Instead of Startups Lifeups are companies that upgrade your (and everyone's involved) life. I tried "Lifeup" – the art of making products just for you and your customers while you enjoy life – in my previous company, and I loved the process. We built only what customers wanted.
We were 4 people.
The due diligence for the acquisition was super easy.
The codebase was poetry.
I didn't have to share any money with VCs.
I didn't have to talk with VCs (the best part). Now, I am going to perfect "Lifeups" with my latest company, which surprisingly is all about financial freedom. Hey Financial Independence I can build exactly what I want: a 100% customer-funded company that prioritizes people's growth and adventures instead of losing time on VCs and stupid board meetings. A company where we can over-engineer stuff just to make a small thing faster that less than 1% of our customers will ever notice. A company where customers know that we'll never divert from our vision and we'll fix ALL bugs. A company that doesn't have an expiration date because "we had to spend more for growth." I got inspired by Michael and his tweet, while walking back from the beach. On a Tuesday afternoon. I built startups that had tons of customers and amazing products. I built startups that made an insane amount of money while being just a few HTML pages. I built and sold startups, and the process is always the same: Grind -> do what investors want -> do stuff that doesn't matter for the customers -> get money in the bank -> repeat. A couple of years ago, I decided that I am done with it. And you should be, too. Lifeups instead of Startups Lifeups Instead of Startups Lifeups are companies that upgrade your (and everyone's involved) life. I tried "Lifeup" – the art of making products just for you and your customers while you enjoy life – in my previous company, and I loved the process. just for you and your customers while you enjoy life We built only what customers wanted. We were 4 people. The due diligence for the acquisition was super easy. The codebase was poetry. I didn't have to share any money with VCs. I didn't have to talk with VCs (the best part). We built only what customers wanted. We were 4 people. The due diligence for the acquisition was super easy. The codebase was poetry. I didn't have to share any money with VCs. I didn't have to talk with VCs (the best part). Now, I am going to perfect "Lifeups" with my latest company, which surprisingly is all about financial freedom. Hey Financial Independence I can build exactly what I want: a 100% customer-funded company that prioritizes people's growth and adventures instead of losing time on VCs and stupid board meetings. A company where we can over-engineer stuff just to make a small thing faster that less than 1% of our customers will ever notice. A company where customers know that we'll never divert from our vision and we'll fix ALL bugs. A company that doesn't have an expiration date because "we had to spend more for growth." I got inspired by Michael and his tweet, while walking back from the beach. On a Tuesday afternoon. Michael

Lifeups: Why I'm Done With Startups

Hey, Hackers. Here, I will share how you can solve 50+ marketing tasks with a single click. is a tool I and my business partner created for ourselves, but after we made it public, thousands of people use it every week. Aiter.io First, how it started. ChatGPT helped me a lot with marketing work but at some point in time, I faced these problems: If I need to launch many different campaigns, I get stuck in with AI. boring ping-pong chat and strategy models, I needed to spend at least half an hour to get everything needed. To experiment with different types of ads As a result, I asked my friend to run a script that used some advanced prompt-management methods to deliver the marketing stuff required. After showing the tool and getting positive feedback, we made public. By far, it helped 50k people. So, maybe it can help you too. Aiter.io How Aiter Boosts Your Marketing. Ads Tailored to Your Product for LinkedIn, Google, Instagram, and Facebook Campaigns The algorithm is pretty easy – just insert a URL of your product and get ads and content tailored to your brand. For example, here are need-specific ads Aiter generated for HackerNoon: Also, you can get need-specific ads (JTBD) or ads that target different customer objections. It delivers for Facebook, LinkedIn, Google, and Instagram. The cool thing is to use the proposed ads to find a data-driven and powerful brand message for you. For example, you can leverage a data-driven way to define which customer is the most profitable to target in your messaging. The algorithm is: Generate ten unique need-specific ads for your product. Launch all of them targeting the same audience. Spread your budget evenly, so that each ad receives an equal number of views. The ad with the highest conversion rate and CTR appeals to your audience the most. Use it as the main point in your brand positioning and product management. Voila! The same principle works for barrier-specific ads that target customer pains and objections. They are especially good for retargeting. Another topic is the strategy features. Defining Your Marketing Strategy With Aiter Another feature our customers often use is strategy ideas generation. With Aiter, you can easily define the key customer needs or Jobs To Be Done, customer objections, and user persona. Also, you can get ideas for your positioning and value proposition. These are the major blocks for your marketing campaigns. For example, you can run an A/B test on your website using value propositions Aiter wrote for your brand. As a result, you can greatly increase the conversion of your landing page. Another good stuff is testing which customer barrier stops them from buying your product the most. You can take the ones Aiter provided and write your objection on your landing or payment page. Another approach is to use them to modify your sales script, which is highly effective. For example, here is the list of value propositions which Aiter generated for HackerNoon: What You Can Achieve for Your Marketing With Just a Click With Aiter: In a nutshell: we built a very robust and simple tool that saves your time and gets sh*t done: Get different kinds of ads, like need- or objection-targeted, for major marketing channels, like Google, Facebook, Instagram, and LinkedIn. Look at your messaging and audience from more angles by using the strategy tool. It generates marketing persona, value propositions, positioning hypotheses, customer needs, and barriers analysis. Generate content to promote your product, like YouTube ad scripts, social media posts, or blogs. has a free version – feel free to try and provide your feedback in the comments. We will be happy to implement it, as well if it helps you achieve your goals. Cheers! Aiter.io

How to Save Time on Marketing: 50+ Tasks Done With a Click 

মার্কেটিং-এ কীভাবে সময় বাঁচানো যায়: এক ক্লিকে 50+ টাস্ক সম্পন্ন

So sparen Sie Zeit im Marketing: Über 50 Aufgaben mit einem Klick erledigt

Cómo ahorrar tiempo en marketing: más de 50 tareas realizadas con un clic

Comment gagner du temps sur le marketing : plus de 50 tâches effectuées en un clic

मार्केटिंग पर समय कैसे बचाएं: एक क्लिक से 50+ कार्य पूरे

マーケティングの時間を節約する方法: 50 以上のタスクを 1 クリックで完了

마케팅 시간을 절약하는 방법: 클릭 한 번으로 완료되는 50개 이상의 작업

Como economizar tempo em marketing: mais de 50 tarefas realizadas com um clique

Как сэкономить время на маркетинге: более 50 задач, выполняемых одним щелчком мыши

Pazarlamada Zamandan Nasıl Tasarruf Edilir: Bir Tıklamayla 50'den Fazla Görev Tamamlanır

Cách tiết kiệm thời gian tiếp thị: Hơn 50 nhiệm vụ được thực hiện chỉ bằng một cú nhấp chuột

如何节省营销时间：只需点击一下即可完成 50 多项任务

Over the past few months, I’ve been on a deep dive into the world of customer discovery and the Jobs to Be Done (JTBD) framework. This comprehensive, step-by-step guide is the result of extensive research, several experiments, and even a custom GPT designed specifically for JTBD (link in the resources section). First things first, what exactly is Jobs To Be Done (JTBD)? The JTBD framework is an approach that shifts the focus from products to the customer's needs. It centers around understanding the 'job' or task that a customer needs to accomplish using a product or service. In essence, the customer 'hires' the product or service to complete this job. The JTBD framework's advantage lies in its ability to concentrate on addressing problems rather than focusing on any specific solutions. To illustrate this concept, here are two simple examples: Ride-Sharing Services (e.g., or ): Uber Lyft A customer uses a ride-sharing app to book a car. Traditional View: The customer's job is to reach a destination quickly and comfortably, avoiding the hassles of driving or parking. The ride-sharing service is hired not just for transport but for convenience and efficiency. JTBD View: Coffee Shops (e.g., Starbucks): Customers visit coffee shops to purchase coffee. Traditional View: While buying coffee is one aspect, customers also 'hire' the coffee shop as a place to meet friends, work, or relax. The job extends to seeking a pleasant experience and environment. JTBD View: In each example, JTBD shifts the focus from the product itself (car rides, coffee) to what the customer is really seeking to achieve with these products or services in their daily life. Three concepts to understand JTBD To fully grasp JTBD, we need to define three key concepts: Market Tony Ulwick redefines a market not as a vertical, geography, or technology but as a group of people and the job they are trying to get done. It's about discerning what customers truly seek to accomplish with a product or service. Jobs In JTBD, a 'job' is a task or goal a customer aims to achieve in a particular situation by using a product or service. It's action-oriented, encompassing functional, emotional, and social dimensions. Jobs are typically phrased as action-oriented tasks. They should start with a verb and clearly describe what the customer is trying to accomplish. For example: "Maintain personal health and fitness." "Plan and enjoy a vacation." "Enhance professional skills." Outcomes These are the desired end-states or goals customers aim for when hiring a product or service for a job. Outcomes are specific, and measurable, and define what success looks like for the customer. Phrasing outcomes should include metrics or standards used by customers to evaluate success. For example: "Minimize the time required to plan a vacation itinerary." "Maximize the reliability of maintaining a regular exercise routine." "Ensure the latest industry knowledge is incorporated into skill enhancement." How to Apply Jobs-To-Be-Done in 4 steps Step 1: Initial Market Exploration Begin by exploring potential markets based on preliminary insights or hypotheses about customer needs. This can involve exploratory research, such as interviews with potential users, market analysis, and studying existing data. From this exploratory research, identify a range of jobs that potential customers might be trying to get done. These jobs don't need to be detailed at this stage but should give a broad sense of the tasks or goals your potential customers are trying to achieve. Based on these identified jobs, narrow down to a specific market that seems most viable or underserved. This is where you define your market in terms of a specific group of people and the core functional job they are trying to get done. 💡 For example, imagine that you are a product manager at Airbnb. By looking at the data and market trends, you notice that a sizable part of your user base is booking stays for longer periods (e.g. 1 month or longer) and are traveling solo. You decide therefore to explore this potential market. So instead of saying "We are targeting the travel industry" (a vertical), say "We are targeting solo travelers looking to connect with local cultures" (a group of people and their emotional job) or "We are targeting solo travelers looking for long term temporary accommodation" (a functional job). Step 2: Collect all the customer's Jobs and Outcomes The second step in applying the JTBD framework is to collect all the jobs customers are trying to get done when interacting with your product and the outcomes they want to achieve for each job. The end result should be two extensive lists, one for jobs and one for outcomes, phrased as we have seen in the examples above. The best way to collect jobs and outcomes at this stage is through qualitative user interviews, to understand what your users' goals are and what they are trying to accomplish. But rather than spending countless hours in user interviews, here is a hack Tony Ulwick suggests to speed things up and make the process more efficient: Take the top 2–3 experts in your market and organize an interview with them at the same time, either virtually or in person. Divide the session into 2 slots (either the same day or different days) - one for jobs and one for outcomes. For each session, try to get the experts to agree on: A list of the jobs they are trying to get done How to formulate the job statements A list of outcomes they want to achieve for each job How to formulate the outcome statements 💡 Here is how I would apply the framework following our example of a product manager at Airbnb exploring the market of solo travelers/digital nomads looking for accommodation: Identify top contributors in digital nomad online groups and communities (e.g. Facebook, Reddit, NomadList) Invite 3 of them for 2 rounds of interviews on separate days, with all of them together In the first round, focus on capturing jobs they try to get done when booking accommodation. Ask questions like: "Can you walk me through finding accommodation as a digital nomad?" "What factors do you consider when choosing where to stay?" 4. Turn job findings into job statements (see table below) 5. In the second round with the same experts, focus on outcomes wanted for each job. Ask questions like: "Let's discuss finding budget-friendly places with good connectivity. What does success look like here?" "How do you know if an accommodation meets your needs?" "What factors determine a successful stay?" 6. Turn outcome findings into outcome statements (see table below) 7. Interview more people to confirm findings or get additional insights if needed. By the end, I should have properly stated jobs and outcomes lists like: Side note 1: During this process, you may discover that your product addresses only part of the job. This is common and highlights potential market opportunities. Side note 2: I can provide more specifics on user interviews for JTBD if helpful. Leave me a comment. You might also want to check this that illustrates how I structure user interviews. article Step 3: Uncover Unmeet Needs After compiling your jobs and outcomes statements, the next step is to identify your . The objective here is to determine which jobs are of the utmost importance to most of your audience. customers’ unmet needs To accomplish this, design a that lists each job along with its associated outcomes, asking participants to rate them for importance and satisfaction. Here’s a suggested format: survey a. When attempting to [job], how crucial is it for you to [outcome statement]? Options range from ‘Not important at all’ to ‘Extremely important.’ b. How satisfied are you with your ability to [outcome]? Options range from ‘Not satisfied at all’ to ‘Extremely satisfied.’ Example: 💡 Job: Find accommodations suitable for long-term stays. When trying to find accommodations suitable for long-term stays, how important is it to you that ? Question a: you minimize the time required to identify accommodations offering long-term stay discounts for extended travels Not important at all Not important Somewhat important Important Very important Extremely important How satisfied are you with your ability to ? Question b: minimize the time required to identify accommodations offering long-term stay discounts for extended travels Not satisfied at all Not satisfied Somewhat satisfied Satisfied Very satisfied Extremely satisfied Survey Sample Size and Conditions: B2B: 120–180 clients B2C: Around 600 for a single product; 1200 for a portfolio Survey Duration: Approximately 20 minutes, with participant compensation recommended. Step 4: Prioritize Unmeet Needs Upon receiving the survey results, focus on prioritizing the unmet needs. Look for needs rated as very or extremely important but not very or extremely satisfied. 💡 Using our Airbnb example, let’s visualize the survey results on a graph. Each point represents a job, plotted according to its importance and satisfaction ratings. The red dashed lines at 75% help categorize jobs based on their levels of importance and satisfaction. Next, calculate the for each job using the formula: Opportunity Score Opportunity Score = Importance+(Importance−Satisfaction) In our example from the graph, the following jobs stand out: (importance 70% satisfaction 40%) Long-term Stay Discounts : (importance 85% satisfaction 50%) Reliable Internet Connection : (importance 65% satisfaction 45%) Social Interaction Opportunities (importance 55% satisfaction 40%) Affordable Comfort When we calculate the opportunity score, here are our top priorities: (Opportunity Score: 120) Reliable Internet Connection (Opportunity Score: 100) Long-term Stay Discounts (Opportunity Score: 85) Social Interaction Opportunities (Opportunity Score: 70) Affordable Comfort And now? What happens next With your priorities established, it’s time to shift from problem identification to solution creation. Focus on developing solutions for the top-priority jobs starting with “Reliable Internet Connection,” then moving to “Long-term Stay Discounts” and so forth. The outcome statement of each job will be your measure of success or noth star metric. For jobs with more complex needs, like ‘Social Interaction Opportunities,’ investigate in greater detail to understand the specific nuances and contexts in which they are performed. Also published here. 📚 Helpful resources Access to the t (Notion Template): a guide to help you step-by-step in applying JTBD specifically to your needs (requires a subscription to ChatGPT Plus) JTBD custom GPT + the JTBD checklis Watch my interview with Tony for practical applications of JTBD (including his experience applying the framework at Twitter) https://www.youtube.com/watch?v=fOxxwNGe9I8&embedable=true

Uncover Your Customers' Hidden Needs In 4 Steps with Jobs-To-Be-Done + Access Custom GPT

Recently, the global community was shocked by the news about the Binance card program closure. This October, Binance users from EEA countries got notifications that after the 20th of December, all Binance cards issued in this region will be terminated. crypto However, this news did not come as a surprise to experts. For example, I wrote about the possible closure of the program back in late August. Indeed, even then, we received information that both VISA and Mastercard would likely end their interaction with Binance. It’s clear that payment networks have immediately stopped their cooperation with Binance because of its global legal issues, especially court cases against the SEC and CFTC in the United States. Additionally, a Binance Card program with Mastercard for Latin America and the Middle East was terminated in August. However, there was a chance that in the European Union, Binance/Visa would make an exemption and let to use already-issued cards for existing users. This didn’t happen. In August, Binance hastened to reassure its clients and announced support of direct withdrawal to fiat accounts by Binance Pay for Latin American users. For EU residents, direct fiat withdrawal was unavailable after PaySafe European payment provider was rejected from cooperation with Binance this September. However, on 19th October, the exchange claimed that it had new partners to provide EURO payments, deposits, and withdrawals. That’s why, if you are a Binance user living in EEA countries, you can easily withdraw your funds to your bank account in EUR. Nevertheless, thousands of Binance card users in the European Economic Area are frantically looking for alternatives. Crypto cards: key stats Today, cryptocurrencies and cryptocurrency payments have already become quite popular in Europe. For example, this is evidenced by research, which contains actual data about crypto adoption in payments in the EU. It includes only Eurozone 19 counties: Belgium, Germany, Ireland, Spain, France, Italy, Luxembourg, the Netherlands, Austria, Portugal, Finland, Greece, Slovenia, Cyprus, Malta, Slovakia, Estonia, Latvia and Lithuania. ECB Stats 2022 According to that research, the average percentage of crypto owners in 2022 inside the European Union was about 4%. Countries where crypto assets are most popular include Slovenia (8%), Luxembourg (8%), Germany and France. This research also gives an overview of the most common use cases for crypto-investment purposes and as a payment solution. As you may see on the chart below, currently, crypto is more of an investment than a payment solution. However, 11 EA19 countries presented in the chart have at least 30% of crypto owners who use it for payment for payment purposes only and/or both for payment and investor purposes. We also may conclude that there are 7 countries where at least 10% of crypto users enable it for payments only: Lithuania (24%), France (18%), Lithuania, Luxembourg, Latvia, Slovenia, Spain, and Greece. The average percentage of crypto users in EA19 countries that use it for payment purposes only is almost 10%, and for both, about 20%. There are relatively low levels of crypto payments, according to the chart we have in the Netherlands, Finland, Germany, and Estonia. Crypto card transaction volume for Europe is still unknown. However, there is data about global transaction volume for the last few years. For instance, based on the total value of transactions made using crypto credit cards exceeded $1 billion in 2021. The number of crypto credit cards then was fewer compared to today. In the first quarter of 2022, Visa customers made $2.5 billion in payments in crypto-linked cards. That was 70% of the company's crypto volume for all of fiscal 2021. Probably, it lets us estimate the total value of all VISA crypto card transactions in 2022 as $10 billion. , Invezz Hypothesis: Based on in 2021, VISA and Mastercard reported a Payment Volume (for ALL PAYMENTS) of $10.89 trillion and $5.96 trillion, respectively. Taking this ratio similar to crypto transactions globally, it’s possible to estimate total global crypto card transaction volume in 2022 between $10-20 billion, based on VISA's 2022 numbers. PopularFintech Alternative Crypto Cards So, as we see, there is a broad audience of crypto holders who use it for payment purposes, and there is a growing demand for crypto cards, too. That’s why, for many people, an opportunity to change crypto and withdraw it is not enough. Crypto cards provide easy payments with low fees for the daily needs of crypto users. So, it’s not a surprise that people are looking for substitutes after the closing of the Binance card program in Europe. And there are at least dozens of crypto cards in the world in total. In our study, there are almost 100 of them, and these are only the cards that are publicly available on the net in English. This number doesn’t contain cards and crypto card providers still in development - only complete solutions. Nevertheless, not all of them are available for EEA countries, and at least we can talk about 20 different crypto cards public in the European Economic Area. Large crypto exchanges such as Coinbase, Gemini, Bybit, Bitstamp, Kraken, Nexo, Crypto.com, eToro, and Bitpanda have their crypto cards. Also, crypto card providers such as Xapo, Wirex, Choice (exCrypterium), Plutus, Monolith, and ShakePay. A basic list of existing crypto cards can be found in the Crypto Penetration database in Notion with . According to our research, there are at least 87 crypto cards in the world. Another public survey from the contains only 27 crypto cards there. And we haven't found any other crypto card research or tracker with the list of available crypto cards there. Crypto Cards Overview CryptoWisser portal If you have any feedback regarding the article's topic - please contact me by e-mail at editor@cryptopenetration.com or on . my X account

The Binance Card Program is Done, What Do You Do Now?

Are you weary of remembering which package manager you utilized for each project you wrote or tested? Do you crave a straightforward command that can "automagically" decide the appropriate one based on a found lock file, or use your preferred one when none is found? We have an effective solution for Powershell and bash(ish) users, inspired by the excellent concept of @chantastic in . I ended up creating the same function for use with Powershell, which can be conveniently employed on both Linux and Windows. Here it is: https://hackernoon.com/im-done-typing-npm-a-zsh-function-for-javascript-package-managers function p() {
  if (Test-Path -Path 'bun.lockb') {
    Write-Host -ForegroundColor Green "Using bun"
    & bun @($args)
  } elseif (Test-Path -Path 'pnpm-lock.yaml') {
    Write-Host -ForegroundColor Green "Using pnpm"
    & pnpm @($args)
  } elseif (Test-Path -Path 'yarn.lock') {
    Write-Host -ForegroundColor Green "Using yarn"
    & yarn @($args)
  } elseif (Test-Path -Path 'package-lock.json') {
    Write-Host -ForegroundColor Green "Using npm"
    & npm @($args)
  } else {
    Write-Host -ForegroundColor Green "Using pnpm"
    Write-Host -ForegroundColor Red "(No lock file found)"
    & pnpm @($args)
  }
} I incorporated some console prompts to remind us which package manager we're employing. As evident, the function is quite straightforward yet remarkably powerful. This doesn't establish any universal interface for using package managers, as stated by @chantastic. Its chief aim is to simplify the routine use of these tools without the need to remember precisely which one was utilized for the current project. I hope you find this solution intriguing and, more importantly, useful. If you make improvements, please share them so I can update this post! Thank you for your time in reading this!

I'm Also Done Writing npm (Sort of)

Nonprofit owners and managers must be as vigilant about protecting digital assets as the world’s most renowned tech companies. Financial institutions and health organizations have some of the highest concentrations of personally identifying information, but nonprofits are unsuspecting stores of Social Security numbers, banking information, and more. Insider threats are becoming more prevalent in the . How can nonprofits that require copious outside assistance keep data safe? digital threat landscape Unpacking Insider Threats The term “insider threats” is complex, primarily when nonprofit organizations have so many moving parts. Over threatened from the inside, meaning it should be a top priority for nonprofits whose mission is to improve the world. 90% of businesses feel They have permanent staff alongside a constantly rotating door of volunteers, sponsors, and business partners. Any one of these contributors may be an insider threat and compromise data with their access. Examples of inside threats include: Using fraudulent payment processing and accounting Working with threat actors to create vulnerabilities for cyberattacks Stealing donor or stakeholder information Selling data illegally to third parties Mismanaging fundraising funds with harmful intent Nonprofits to fraudulent activities like these. However, not all insider threats relate to digital resources, though they are some of the most common nowadays. Other insider threats include social engineering or manipulation of inside parties working for criminal outfits. These people can influence marketing, investing, and collaboration decisions for nonprofits. lose over 5% of revenue Nonprofits lose donor loyalty by ignoring the importance of protecting against insider threats. It has consequences on reputation and income. Most importantly, it impacts the charity’s mission when staff and supporters lose morale from compromised momentum. These strategies protect organizations on all sides from insider breaches. 1. Strict Volunteer Vetting Nonprofits rely on the kindness of volunteers to execute projects. Unfortunately, interest does not always signify good intentions. A desperate need for staff leads to people from every background having internal insights into the nonprofit. Most volunteers will work with honest intentions, but insider threats are too prevalent to provide blanket optimism. Vetting volunteers eliminates concerns because management can perform safety measures to ensure high-quality helpers. Nonprofits may interview, perform background checks, and review references to determine character quality. It provides because they have a strong sense of authenticity and trust. camaraderie between all volunteers 2. Limiting Permissions A case study of 20 nonprofit organizations revealed teams are too trusting. Around an overabundance of trust is the reason behind insider threats. Giving too many parties information and inadequate oversight are problems with simple remedies. Nonprofits must analyze this fact if they have yet to undergo digital transformation. 43% of participants stated Paper resources are more accessible for insider threats to tamper with or steal, and limiting who has access to business-critical information reduces the likelihood of theft. It also minimizes risk response because nonprofit managers will spend less time discovering the person or people behind the breach if only a small group of staff and volunteers have keys or passwords. 3. Developing Business Continuity Do nonprofit owners and managers have consistent documentation and plans that are easily accessible in case of an insider threat? Business continuity documents should be accessible to anyone detecting the insider threat. The plan must contain action steps for in a clear enough format that anyone can carry out the phases independently and notify relevant management. Here are some suggestions for what to include in a continuity plan in case of an insider threat: managing and reporting the threat Phone numbers and links for police Who to notify in information technology in the event of a digital breach Who to tell in management to contain the threat Shutdown actions, such as deactivating Wi-Fi, locking doors, or freezing company financial assets Executing digital backup recovery measures What evidence to gather Nonprofits are responsible for practicing and fine-tuning the continuity plans as new insider threats become more severe. Oversight must stay in touch with current events and trends in the sector to know what to protect against. Action must be proactive instead of reactive to have the most significant effectiveness. The plan must receive scheduled attention annually for reevaluation with advice from a fraud professional. The document should be thorough yet efficient because the last obstacle a nonprofit needs during a crisis is a too-laborious procedure for isolating the threat. 4. Establishing Culture Every previously mentioned action culminates into a nonprofit culture that opposes insider threats. The more a group works to establish that precedent, the more it reduces a threat actor’s willingness to work toward a breach. Creating safeguards and being transparent to donors and staff increases awareness of what the nonprofit is doing to protect its resources and people. Why would threat actors be motivated to target an organization with more robust security than another? Another way to establish a is to view protective measures as positive instead of preventive. For example, nonprofit organizations giving tours to new volunteers can point out their state-of-the-art security cameras and note which locations and documents are off-limits. Doing so outlines they do this out of safety for their staff, donors, and mission instead of out of fear or susceptibility to insider threats. positive culture that fights insider threats The more aware everyone is of these anti-insider threat details, the more likely workers are to report suspicious activity or challenge questionable language or actions from other stakeholders. Minimizing complacency and empowering staff members with confidence and agency increases the likelihood they expose insider threats. Even if they do not turn out to be legitimate, it diversifies a person’s view on what a threat could look like and how nonprofit managers can reduce false positives in the future. Guarding Against Insider Threats in Nonprofits Social good projects will only increase in influence as time goes on. More people will donate their time and money to causes to improve the world. However, this puts any relinquished data in a potential threat actor’s hands. Nonprofits are a great place for cybercriminals to gather data. Charities can set precedents that the sector is well-protected by using these strategies to deter malicious activity.

Digital Asset Protection: The Risk of Insider Threats for Nonprofits And What Can Be Done

I've typed for the last time. npm As developers, we have four package managers to choose from. And between personal, work, and open source projects, I use every last one of them. This is a problem because typing the wrong command costs time and irritation. JavaScript Below is a zsh function that I've used to eliminate package manager context switching heartache — typing when we meant or I when we mean ** ** . npm start bun start npm shudders yarn p() {
  if [[ -f bun.lockb ]]; then
    command bun "$@"
  elif [[ -f pnpm-lock.yaml ]]; then
    command pnpm "$@"
  elif [[ -f yarn.lock ]]; then
    command yarn "$@"
  elif [[ -f package-lock.json ]]; then
    command npm "$@"
  else
    command pnpm "$@"
  fi
} What this command does not do This function does not create a universal interface around the varied package managers. I don't find universal interfaces helpful. And I enjoy utilizing the subtleties in each package manager. My problem is the muscle memory around common commands ( , , and ), and those actions inadvertently spawning confusion. start install test Learn more Check out these references if you want to learn more about Zsh functions. Intro to zsh functions How to define and load your own shell function in zsh Also published . here

I'm Done Typing npm: A Zsh Function for JavaScript Package Managers

The Warden by Anthony Trollope, is part of the HackerNoon Books Series. You can jump to any chapter in this book . Conclusion here Conclusion Our tale is now done, and it only remains to us to collect the scattered threads of our little story, and to tie them into a seemly knot. This will not be a work of labour, either to the author or to his readers; we have not to deal with many personages, or with stirring events, and were it not for the custom of the thing, we might leave it to the imagination of all concerned to conceive how affairs at Barchester arranged themselves. On the morning after the day last alluded to, Mr Harding, at an early hour, walked out of the hospital, with his daughter under his arm, and sat down quietly to breakfast at his lodgings over the chemist's shop. There was no parade about his departure; no one, not even Bunce, was there to witness it; had he walked to the apothecary's thus early to get a piece of court plaster, or a box of lozenges, he could not have done it with less appearance of an important movement. There was a tear in Eleanor's eye as she passed through the big gateway and over the bridge; but Mr Harding walked with an elastic step, and entered his new abode with a pleasant face. "Now, my dear," said he, "you have everything ready, and you can make tea here just as nicely as in the parlour at the hospital." So Eleanor took off her bonnet and made the tea. After this manner did the late Warden of Barchester Hospital accomplish his flitting, and change his residence. It was not long before the archdeacon brought his father to discuss the subject of a new warden. Of course he looked upon the nomination as his own, and he had in his eye three or four fitting candidates, seeing that Mr Cummins's plan as to the living of Puddingdale could not be brought to bear. How can I describe the astonishment which confounded him, when his father declared that he would appoint no successor to Mr Harding? "If we can get the matter set to rights, Mr Harding will return," said the bishop; "and if we cannot, it will be wrong to put any other gentleman into so cruel a position." It was in vain that the archdeacon argued and lectured, and even threatened; in vain he my-lorded his poor father in his sternest manner; in vain his "good heavens!" were ejaculated in a tone that might have moved a whole synod, let alone one weak and aged bishop. Nothing could induce his father to fill up the vacancy caused by Mr Harding's retirement. Even John Bold would have pitied the feelings with which the archdeacon returned to Plumstead: the church was falling, nay, already in ruins; its dignitaries were yielding without a struggle before the blows of its antagonists; and one of its most respected bishops, his own father,—the man considered by all the world as being in such matters under his, Dr Grantly's, control,—had positively resolved to capitulate, and own himself vanquished! And how fared the hospital under this resolve of its visitor? Badly indeed. It is now some years since Mr Harding left it, and the warden's house is still tenantless. Old Bell has died, and Billy Gazy; the one-eyed Spriggs has drunk himself to death, and three others of the twelve have been gathered into the churchyard mould. Six have gone, and the six vacancies remain unfilled! Yes, six have died, with no kind friend to solace their last moments, with no wealthy neighbour to administer comforts and ease the stings of death. Mr Harding, indeed, did not desert them; from him they had such consolation as a dying man may receive from his Christian pastor; but it was the occasional kindness of a stranger which ministered to them, and not the constant presence of a master, a neighbour, and a friend. Nor were those who remained better off than those who died. Dissensions rose among them, and contests for pre-eminence; and then they began to understand that soon one among them would be the last,—some one wretched being would be alone there in that now comfortless hospital,—the miserable relic of what had once been so good and so comfortable. The building of the hospital itself has not been allowed to go to ruins. Mr Chadwick, who still holds his stewardship, and pays the accruing rents into an account opened at a bank for the purpose, sees to that; but the whole place has become disordered and ugly. The warden's garden is a wretched wilderness, the drive and paths are covered with weeds, the flower-beds are bare, and the unshorn lawn is now a mass of long damp grass and unwholesome moss. The beauty of the place is gone; its attractions have withered. Alas! a very few years since it was the prettiest spot in Barchester, and now it is a disgrace to the city. Mr Harding did not go out to Crabtree Parva. An arrangement was made which respected the homestead of Mr Smith and his happy family, and put Mr Harding into possession of a small living within the walls of the city. It is the smallest possible parish, containing a part of the Cathedral Close and a few old houses adjoining. The church is a singular little Gothic building, perched over a gateway, through which the Close is entered, and is approached by a flight of stone steps which leads down under the archway of the gate. It is no bigger than an ordinary room,—perhaps twenty-seven feet long by eighteen wide,—but still it is a perfect church. It contains an old carved pulpit and reading-desk, a tiny altar under a window filled with dark old-coloured glass, a font, some half-dozen pews, and perhaps a dozen seats for the poor; and also a vestry. The roof is high pitched, and of black old oak, and the three large beams which support it run down to the side walls, and terminate in grotesquely carved faces,—two devils and an angel on one side, two angels and a devil on the other. Such is the church of St Cuthbert at Barchester, of which Mr Harding became rector, with a clear income of seventy-five pounds a year. Here he performs afternoon service every Sunday, and administers the Sacrament once in every three months. His audience is not large; and, had they been so, he could not have accommodated them: but enough come to fill his six pews, and on the front seat of those devoted to the poor is always to be seen our old friend Mr Bunce, decently arrayed in his bedesman's gown. Mr Harding is still precentor of Barchester; and it is very rarely the case that those who attend the Sunday morning service miss the gratification of hearing him chant the Litany, as no other man in England can do it. He is neither a discontented nor an unhappy man; he still inhabits the lodgings to which he went on leaving the hospital, but he now has them to himself. Three months after that time Eleanor became Mrs Bold, and of course removed to her husband's house. There were some difficulties to be got over on the occasion of the marriage. The archdeacon, who could not so soon overcome his grief, would not be persuaded to grace the ceremony with his presence, but he allowed his wife and children to be there. The marriage took place in the cathedral, and the bishop himself officiated. It was the last occasion on which he ever did so; and, though he still lives, it is not probable that he will ever do so again. Not long after the marriage, perhaps six months, when Eleanor's bridal-honours were fading, and persons were beginning to call her Mrs Bold without twittering, the archdeacon consented to meet John Bold at a dinner-party, and since that time they have become almost friends. The archdeacon firmly believes that his brother-in-law was, as a bachelor, an infidel, an unbeliever in the great truths of our religion; but that matrimony has opened his eyes, as it has those of others. And Bold is equally inclined to think that time has softened the asperities of the archdeacon's character. Friends though they are, they do not often revert to the feud of the hospital. Mr Harding, we say, is not an unhappy man: he keeps his lodgings, but they are of little use to him, except as being the one spot on earth which he calls his own. His time is spent chiefly at his daughter's or at the palace; he is never left alone, even should he wish to be so; and within a twelvemonth of Eleanor's marriage his determination to live at his own lodging had been so far broken through and abandoned, that he consented to have his violoncello permanently removed to his daughter's house. Every other day a message is brought to him from the bishop. "The bishop's compliments, and his lordship is not very well to-day, and he hopes Mr Harding will dine with him." This bulletin as to the old man's health is a myth; for though he is over eighty he is never ill, and will probably die some day, as a spark goes out, gradually and without a struggle. Mr Harding does dine with him very often, which means going to the palace at three and remaining till ten; and whenever he does not the bishop whines, and says that the port wine is corked, and complains that nobody attends to him, and frets himself off to bed an hour before his time. It was long before the people of Barchester forgot to call Mr Harding by his long well-known name of Warden. It had become so customary to say Mr Warden, that it was not easily dropped. "No, no," he always says when so addressed, "not warden now, only precentor." About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Anthony Trollope (1996). The Warden. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/619/pg619-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at www.gutenberg.org https://www.gutenberg.org/policy/license.html.

Our tale is now done

United States Of America. v. Microsoft Corporation Court Filing by Thomas Penfield Jackson, November 5, 1999 is part of . You can jump to any part in this filing . This is part 57 of 57. HackerNoon’s Legal PDF Series here VII. THE EFFECT ON CONSUMERS OF MICROSOFT’S EFFORTS TO PROTECT THE APPLICATIONS BARRIER TO ENTRY The debut of Internet Explorer and its rapid improvement gave Netscape an incentive to improve Navigator’s quality at a competitive rate. The inclusion of Internet Explorer with Windows at no separate charge increased general familiarity with the Internet and reduced the cost to the public of gaining access to it, at least in part because it compelled Netscape to stop charging for Navigator. These actions thus contributed to improving the quality of Web browsing software, lowering its cost, and increasing its availability, thereby benefitting consumers. To the detriment of consumers, however, Microsoft has done much more than develop innovative browsing software of commendable quality and offer it bundled with Windows at no additional charge. As has been shown, Microsoft also engaged in a concerted series of actions designed to protect the applications barrier to entry, and hence its monopoly power, from a variety of middleware threats, including Netscape’s Web browser and Sun’s implementation of Java. Many of these actions have harmed consumers in ways that are immediate and easily discernible. They have also caused less direct, but nevertheless serious and far-reaching, consumer harm by distorting competition. By refusing to offer those OEMs who requested it a version of Windows without Web browsing software, and by preventing OEMs from removing Internet Explorer — or even the most obvious means of invoking it — prior to shipment, Microsoft forced OEMs to ignore consumer demand for a browserless version of Windows. The same actions forced OEMs either to ignore consumer preferences for Navigator or to give them a Hobson’s choice of both browser products at the cost of increased confusion, degraded system performance, and restricted memory. By ensuring that Internet Explorer would launch in certain circumstances in Windows 98 even if Navigator were set as the default, and even if the consumer had removed all conspicuous means of invoking Internet Explorer, Microsoft created confusion and frustration for consumers, and increased technical support costs for business customers. Those Windows purchasers who did not want browsing software — businesses, or parents and teachers, for example, concerned with the potential for irresponsible Web browsing on PC systems — not only had to undertake the effort necessary to remove the visible means of invoking Internet Explorer and then contend with the fact that Internet Explorer would nevertheless launch in certain cases; they also had to (assuming they needed new, non-browsing features not available in earlier versions of Windows) content themselves with a PC system that ran slower and provided less available memory than if the newest version of Windows came without browsing software. By constraining the freedom of OEMs to implement certain software programs in the Windows boot sequence, Microsoft foreclosed an opportunity for OEMs to make Windows PC systems less confusing and more user-friendly, as consumers desired. By taking the actions listed above, and by enticing firms into exclusivity arrangements with valuable inducements that only Microsoft could offer and that the firms reasonably believed they could not do without, Microsoft forced those consumers who otherwise would have elected Navigator as their browser to either pay a substantial price (in the forms of downloading, installation, confusion, degraded system performance, and diminished memory capacity) or content themselves with Internet Explorer. Finally, by pressuring Intel to drop the development of platform-level NSP software, and otherwise to cut back on its software development efforts, Microsoft deprived consumers of software innovation that they very well may have found valuable, had the innovation been allowed to reach the marketplace. None of these actions had pro-competitive justifications. Many of the tactics that Microsoft has employed have also harmed consumers indirectly by unjustifiably distorting competition. The actions that Microsoft took against Navigator hobbled a form of innovation that had shown the potential to depress the applications barrier to entry sufficiently to enable other firms to compete effectively against Microsoft in the market for Intel-compatible PC operating systems. That competition would have conduced to consumer choice and nurtured innovation. The campaign against Navigator also retarded widespread acceptance of Sun’s Java implementation. This campaign, together with actions that Microsoft took with the sole purpose of making it difficult for developers to write Java applications with technologies that would allow them to be ported between Windows and other platforms, impeded another form of innovation that bore the potential to diminish the applications barrier to entry. There is insufficient evidence to find that, absent Microsoft’s actions, Navigator and Java already would have ignited genuine competition in the market for Intel-compatible PC operating systems. It is clear, however, that Microsoft has retarded, and perhaps altogether extinguished, the process by which these two middleware technologies could have facilitated the introduction of competition into an important market. Most harmful of all is the message that Microsoft’s actions have conveyed to every enterprise with the potential to innovate in the computer industry. Through its conduct toward Netscape, IBM, Compaq, Intel, and others, Microsoft has demonstrated that it will use its prodigious market power and immense profits to harm any firm that insists on pursuing initiatives that could intensify competition against one of Microsoft’s core products. Microsoft’s past success in hurting such companies and stifling innovation deters investment in technologies and businesses that exhibit the potential to threaten Microsoft. The ultimate result is that some innovations that would truly benefit consumers never occur for the sole reason that they do not coincide with Microsoft’s self-interest. About We bring you the most important technical and insightful public domain court case filings. HackerNoon Legal PDF Series: This court case Civil Action No. 98-1232 (TPJ) retrieved on 2-13-2023, from is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. justice.gov

What Microsoft Has Done to Protect Its Monopoly: The Effect on the Consumers

As a product practitioner, you probably nod your head when you hear the term Jobs-to-be-done. "Customer jobs" are cool to talk about. This is something we hear all the time. "Our customers "hire" our products to help them with something in their lives." Everyone is on the same page. In this article, I'll explain why I believe nearly no one understands or applies the theory correctly in practice. I’ll show why it’s hard to apply practically, and that even if the business really wanted to do it, they'd have to do a lot of work. Finally, I’ll explain that it’s not perfect for new products unless you’re lucky or have a lot of skill and time. What's Wrong With Jobs? You’re Not Ready For It The main problem with how we think about Jobs-to-Be-Done is that it's the exact opposite of how people usually end up making things. Most people start with ideas and then look for problems that fit those ideas. And what do they do when the idea doesn't work? They either retrofit the idea to fit or look for additional confirmatory data for the idea. Sure, they might change some parts of the idea and the way they present it and the new product they're making, but because the idea has caught on, they can't see past the evidence. This part is not unique to jobs-to-be-done. Most methods of design thinking start with needs or problems and then move on to solutions. But when it comes to jobs, the same job can be done in so many different ways that you can't prepare for what you'll find out. 9/10 your product won’t fit the jobs, so you’ll discard them or end up paying lip service to them. Because of this, the word "jobs" has become nothing more than a way to make people sound smart in presentations in most cases. Great Theory, Patchy Practice The other problem with Jobs is that, much like strategy, it doesn’t have a complete set of practices to implement it. The theory is strong, but the practice is shrouded in some level of mystery. There are 2 main schools of JTBD thought: Tony Ulwick’s Bob Moesta's, et al. While the theory was developed by Clayton Christensen, with Bob as one of his main collaborators, Tony Ulwick claims to have introduced it to Christensen originally. Since then, the practical application paths have diverged. Tony Ulwick’s Outcome-Driven Innovation is one path. Bob Moesta and his partners have developed their own path. Many more authors have put their own spin on the jobs-to-be-done practice. But the main point is that these people are consultants who want you to bring them into your organization so they can use their knowledge (and get paid a lot of money). So they always leave out a few things. For example, it's only hinted at and rarely fully explained that Moesta's process during the analysis relies heavily on fairly complicated cluster analysis, for which there is no standard application. Of course, Ulwick doesn't tell all of his secrets either. Others have come up with their own mixed methods, but the point is that if you don't hire those people, your research on jobs-to-be-done will probably run into some problems and probably die before you can use it in a practical way. It’s a Lot of Work Even if You Decide to Do It Intercom and Basecamp were two of the most well-known examples of how JTBD was used successfully in a semi-open environment, and they went on to tell the world about their success. But the details are what really matter. It wasn’t a 1-month engagement for them. So it's likely that if you hired an agency that tried to copy the books as closely as possible or, even worse, if you let your busy product managers do this research on their own, your JTBD research won't be strong enough to get you anywhere. Companies must be willing to spend the time and money needed to figure out what their customers want and why, as well as to question what they think they know about their products and markets. Rarely is that the case, though, because most companies are on fire and need solutions yesterday. Existing Products vs. Existing Jobs Lastly, jobs can reveal the existing process behind how their potential customers solve their jobs. However, jobs work much better if you already have a product that people buy (so you can figure out what job they're hiring it for) or if people use similar alternatives to your product (so you can understand the job and redesign the solution to fit the job better and win the customer). In the second case, where you're trying to figure out what products people hire, it can be expensive and time-consuming to trawl the solution space or even the problem space so you can design something that fits better. Sure, it works for mattresses (the Casper mattress case is one of the examples used to show how to interview customers). For some jobs, you probably won't hire anything very different besides a mattress, so it works in that case. However, if you're creating something radical, you must first understand the jobs or activities that people perform in order to latch onto something in your exploration. "Entertain me" is a job with a million answers and hundreds of nuances. So, unless you get lucky (or convince yourself that your rough idea fits the job you find), you should be ready for a long search. Conclusion Jobs-to-be-done is a powerful tool for product practitioners, but it is important to understand its limitations and the effort required to make it work. In most cases, it is not a one-month engagement, and it requires significant resources to trawl the solution and problem spaces in order to design something that fits the job better. Without the right resources and time commitment, JTBD research will not be strong enough to get the desired results.

Why 'Jobs-to-be-Done' Doesn't Work and What You Should be Doing Instead

কেন 'জবস-টু-বি-ডোন' কাজ করে না এবং পরিবর্তে আপনার কী করা উচিত

Warum „Jobs-to-be-Done“ nicht funktioniert und was Sie stattdessen tun sollten

Por qué los 'trabajos por hacer' no funcionan y qué debería hacer en su lugar

Pourquoi les « tâches à accomplir » ne fonctionnent pas et que devriez-vous faire à la place

'जॉब्स-टू-बी-डन' क्यों काम नहीं करता है और इसके बजाय आपको क्या करना चाहिए

「やるべき仕事」が機能しない理由と、代わりに何をすべきか

'해야 할 일'이 효과가 없는 이유와 대신 해야 할 일

Por que 'tarefas a serem realizadas' não funcionam e o que você deveria fazer em vez disso

Почему «задачи, которые нужно выполнить» не работают и что вам следует делать вместо этого

'Yapılacak İşler' Neden İşe Yaramıyor ve Bunun Yerine Ne Yapmanız Gerekiyor?

Tại sao 'Công việc phải làm' không hiệu quả và thay vào đó bạn nên làm gì

为什么“待完成的工作”不起作用以及你应该做什么

Hey Hackers, Lightrun has been nominated in HackerNoon's annual Startup of the Year awards in Tel Aviv, Israel. Please vote for us here: https://hackernoon.com/startups/asia/asia-tel-aviv-israel Are you also participating in SOTY 2023? If so, click here to fill out this interview. Read more about us below to understand why we deserve your vote. Meet Lightrun is a developer-native dynamic observability platform trusted by top Fortune 10 and Fortune 500 organizations.  Lightrun empowers developers to troubleshoot even the most complex remote and distributed workloads at runtime directly from their integrated development environments (IDEs), without the need to interrupt the application, modify its state, or redeploy it. Using Dynamic logs, snapshots (known as virtual breakpoints), and Metrics, developers can easily debug their applications whether they are written in , , , or .NET, and resolve critical issues fast. Lightrun Java Node Python My Role , Global Head of Product Marketing. Eran Kinsbruner I am an executive product marketer with over 20 years of experience in the software development space as well as an author of 4 different books. I currently work at Lightrun who’s the leader in developer native observability. It allows developers to easily debug their remote and distributed workload applications directly from their IDE without the need for re-deployments or code changes. This allows for solving production and pipeline issues fast at enterprise-grade security. How We're Disrupting/Improving the Observability Industry Lightrun operates within the realm of observability and troubleshooting, serving as a pivotal bridge between conventional APM and Logging solutions that predominantly serve the operational aspect. Unlike these solutions that predominantly cater to operations personnel, Lightrun takes a proactive approach by shifting the focus of observability toward developers themselves. By seamlessly connecting developers to their live applications, Lightrun empowers them with real-time insights and diagnostic capabilities, enabling them to identify, address, and rectify issues more efficiently. Standing Out from The Crowd Lightrun is able to perform across multiple runtime languages (Java, Python, Node, and .NET) within the native IDEs and in runtime. This allows developers to add valuable telemetry in production and other runtime environments without disruptions and redeployments, hence, optimizing MTTR and developer productivity while reducing the overall cost of logging and engineering. Our Predictions/Thoughts on the Observability Industry in 2023 Myself and Lightrun believe that a few trends will reshape the DevOps landscape in the coming years. The adoption of AI solutions throughout the entire DevOps pipeline will introduce new ways of effective software development lifecycles from coding through debugging and monitoring activities. In addition, the discipline of platform engineering will become the new de facto method for software engineering and allow better optimization and utilization of solutions that better serve product development. Lastly, there will be a consolidation between security vulnerability remediation and observability. Developers will use solutions like dynamic observability and Lightrun to better assess exploitability of CVEs in their live production applications. What word defines the state of Observability in 2023? Shift-left is the main theme and pattern that defines the state of observability in 2023. More and more developers and engineering managers utilize dynamic observability to better connect to their remote and distributed applications (cloud-native, serverless, etc.) and respond faster to outages, production disasters, progressive delivery validation, and testing in production. Why we decided to participate in HackerNoon's Startup of the Year awards We believe that our platform is unique and offers a whole new method for developers to debug and connect to their live applications even post the deployment phase regardless of where the app is running and at what scale. We hope to be recognized for that uniqueness. Final Thoughts Lightrun is a unique solution within the observability space that is not only an enterprise-grade platform but a fully integrated and collaborative one. It complements most of the traditional observability solutions like APM tools, Logging, and other telemetry offerings and creates for its clients a full cycle observability from the coding phase to production. Vote for us today! https://hackernoon.com/startups/asia/asia-tel-aviv-israel

Observability Done Right – Interview With Startups of the Year Nominee, Lightrun

Observabilidad bien hecha: entrevista con el nominado a Startups del año, Lightrun

L'observabilité est bien faite – Entretien avec le candidat aux startups de l'année, Lightrun

अवलोकनशीलता सही हुई - वर्ष के नामांकित व्यक्ति, लाइट्रन के स्टार्टअप के साथ साक्षात्कार

可観測性は正しく行われています – スタートアップ オブ ザ イヤーにノミネートされた Lightrun 氏へのインタビュー

Observabilidade feita da maneira certa – Entrevista com o indicado para startups do ano, Lightrun

Khả năng quan sát được thực hiện đúng - Phỏng vấn các công ty khởi nghiệp được đề cử của năm, Lightrun

正确的可观察性——采访年度初创公司提名者 Lightrun

Emily of New Moon by L. M. Montgomery, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . “She Couldn’t Have Done It” CHAPTER XXV. “She Couldn’t Have Done It” GREAT-AUNT NANCY and Caroline Priest were wont to colour their grey days with the remembered crimsons of old, long-past delights and merry-makings, but they went further than this and talked over any number of old family histories before Emily with a total disregard of her youth. Loves, births, deaths, scandals, tragedies—anything that came into their old heads. Nor did they spare details. Aunt Nancy revelled in details. She forgot nothing, and sins and weaknesses that death had covered and time shown mercy to were ruthlessly dragged out and dissected by this ghoulish old lady. Emily was not quite certain whether she really liked it or not. It fascinating—it fed some dramatic hunger in her—but it made her feel unhappy somehow, as if something very ugly were concealed in the darkness of the pit they opened before her innocent eyes. As Aunt Laura had said, her youth protected her to some extent, but it could not save her from a dreadful understanding of the pitiful story of Ilse’s mother on the afternoon when it seemed good to Aunt Nancy to resurrect that tale of anguish and shame. was Emily was curled up on the sofa in the back parlour, reading The Scottish Chiefs because it was a breathlessly hot July afternoon—too hot to haunt the bay shore. Emily was feeling very happy. The Wind Woman was ruffling over the big maple grove behind the Grange, turning the leaves until every tree seemed to be covered with strange, pale, silvery blossoms; fragrances drifted in from the garden; the world was lovely; she had had a letter from Aunt Laura saying that one of Saucy Sal’s kittens had been saved for her. Emily had felt when Mike II died that she would never want another cat. But now she found she did. Everything suited her very well; she was so happy that she should have sacrificed her dearest possession to the jealous gods if she had known anything about the old pagan belief. Aunt Nancy was tired of playing solitaire. She pushed the cards away and took up her knitting. “Emily,” she said, “has your Aunt Laura any notion of marrying Dr. Burnley?” Emily, recalled thus abruptly from the field of Bannockburn, looked bored. Blair Water gossip had often asked or hinted this question; and now it met her in Priest Pond. “No, I’m sure she hasn’t,” she said. “Why, Aunt Nancy, Dr. Burnley women.” hates Aunt Nancy chuckled. “Thought perhaps he’d got over that. It’s eleven years now since his wife ran away. Few men hold to one idea for anything like eleven years. But Allan Burnley always was stubborn in anything—love or hate. He still loves his wife—and that is why he hates her memory and all other women.” “I never heard the rights of that story,” said Caroline. “Who was his wife?” “Beatrice Mitchell—one of the Shrewsbury Mitchells. She was only eighteen when Allan married her. He was thirty-five. Emily, never you be fool enough to marry a man much older than yourself.” Emily said nothing. The Scottish Chiefs was forgotten. Her finger-tips were growing cold as they always did in excitement, her eyes turning black. She felt that she was on the verge of solving the mystery that had so long worried and puzzled her. She was desperately afraid that Aunt Nancy would branch off to something else. “I’ve heard she was a great beauty,” said Caroline. Aunt Nancy sniffed. “Depends on your taste in style. Oh, she was pretty—one of your golden-haired dolls. She had a little birthmark over her left eyebrow—just like a tiny red heart—I never could see anything but that mark when I looked at her. But her flatterers told her it was a beauty spot—‘the Ace of Hearts’ they called her. Allan was mad about her. She had been a flirt before her marriage. But I say—for justice among women is a rare thing, Caroline— , for instance, are an unjust old hag—that she didn’t flirt after marrying—openly, at least. She was a sly puss—always laughing and singing and dancing—no wife for Allan Burnley if you ask me. And he could have had Laura Murray. But between a fool and a sensible woman did a man ever hesitate? The fool wins every time, Caroline. That’s why never got a husband. You were too sensible. I got mine by pretending to be a fool. Emily, you remember that. You have brains—hide them. Your ankles will do more for you than your brains ever will.” will you you “Never mind Emily’s ankles,” said Caroline, keen on a scandal hunt. “Go on about the Burnleys.” “Well, there was a cousin of hers—Leo Mitchell from Shrewsbury. You remember the Mitchells, don’t you, Caroline? This Leo was a handsome fellow—a sea-captain. He had been in love with Beatrice, so gossip ran. Some said Beatrice wanted him but that her people made her marry Allan Burnley because he was the better match. Who knows? Gossip lies nine times and tells a half truth the tenth. She pretended to be in love with Allan anyhow, and he believed it. When Leo came home from a voyage and found Beatrice married he took it coolly enough. But he was always over at Blair Water. Beatrice had plenty of excuses. Leo was her cousin—they had been brought up together—they were like brother and sister—she was so lonesome in Blair Water after living in a town—he had no home except with a brother. Allan took it all down—he was so infatuated with her she could have made him believe anything. She and Leo were always together there when Allan was away seeing his patients. Then came the night Leo’s vessel—The Lady of Winds—was to sail from Blair Harbour for South America. He went—and my lady Beatrice went with him.” A queer little strangled sound came from Emily’s corner. If Aunt Nancy or Caroline had looked at her they would have seen that the child was white as the dead, with wide, horror-filled eyes. But they did not look. They knitted and gossiped on, enjoying themselves hugely. “How did the doctor take it?” asked Caroline. “Take it—take it—nobody knows. Everybody knows what kind of a man he’s been ever since, though. He came home that night at dusk. The baby was asleep in its crib and the servant girl was watching it. She told Allan that Mrs. Burnley had gone to the harbour with her cousin for a good-bye walk and would be back at ten. Allan waited for her easily enough—he never doubted her—but she didn’t come back. She had never intended to come back. In the morning The Lady of Winds was gone—had sailed out of the harbour at dark the night before. Beatrice had gone on board with him—that was all anybody knew. Allan Burnley nothing, beyond forbidding her name ever to be mentioned in his hearing again. But The Lady of Winds was lost with all on board off Hatteras and that was the end of that elopement, and the end of Beatrice with her beauty and her laughter and her Ace of Hearts.” said “But not the end of the shame and wretchedness she brought to her home,” said Caroline shrewishly. “I’d tar and feather such a woman.” “Nonsense—if a man can’t look after his wife—if he blinds his own eyes— Mercy on us, child, what is the matter?” For Emily was standing up, holding out her hands as if pushing some loathly thing from her. “I don’t believe it,” she cried, in a high, unnatural voice. “I don’t believe Ilse’s mother did . She didn’t—she couldn’t have—not Ilse’s .” that mother “Catch her, Caroline!” cried Aunt Nancy. But Emily, though the back parlour had whirled about her for a second, had recovered herself. “Don’t touch me!” she cried passionately. “Don’t touch me! You—you—you hearing that story!” liked She rushed out of the room. Aunt Nancy looked ashamed for a moment. For the first time it occurred to her that her scandal-loving old tongue had done a black thing. Then she shrugged her shoulders. “She can’t go through life in cotton wool. Might as well learn spades are spades now as ever. I would have thought she’d have heard it all long ago if Blair Water gossip is what it used to be. If she goes home and tells this I’ll have the indignant virgins of New Moon coming down on me in holy horror as a corrupter of youth. Caroline, don’t you ask me to tell you any more family horrors before my niece, you scandalous old woman. At your age! I’m surprised at you!” Aunt Nancy and Caroline returned to their knitting and their spicy reminiscences, and upstairs in the Pink Room Emily lay face downwards on her bed and cried for hours. It was so horrible—Ilse’s mother had run away and left her little baby. To Emily that was the awful thing—the strange, cruel, heartless thing that Ilse’s mother had done. She could not bring herself to believe it—there was some mistake somewhere—there . was “Perhaps she was kidnapped,” said Emily, trying desperately to explain it. “She just went on board to look around—and he weighed anchor and carried her off. She have gone away of her own accord and left her dear little baby.” couldn’t The story haunted Emily in good earnest. She could think of nothing else for days. It took possession of her and worried and gnawed at her with an almost physical pain. She dreaded going back to New Moon and meeting Ilse with this consciousness of a dark secret which she must hide from her. Ilse knew nothing. She had asked Ilse once where her mother was buried and Ilse had said, “Oh, I don’t know. At Shrewsbury, I guess—that’s where all the Mitchells are buried.” Emily wrung her slim hands together. She was as sensitive to ugliness and pain as she was to beauty and pleasure, and this thing was both hideous and agonizing. Yet she could not keep from thinking about it, day and night. Life at Wyther Grange suddenly went stale. Aunt Nancy and Caroline all at once gave up talking family history, even harmless history, before her. And as it was painful repression for them, they did not encourage her hanging round. Emily began to feel that they were glad when she was out of hearing, so she kept away and spent most of her days wandering on the bay shore. She could not compose any poetry—she could not write in her Jimmy-book—she could not even write to her father. Something seemed to hang between her and her old delights. There was a drop of poison in every cup. Even the filmy shadows on the great bay, the charm of its fir-hung cliffs and its little purple islets that looked like outposts of fairyland, could not bring to her the old “fine, careless rapture.” She was afraid she could never be happy again—so intense had been her reaction to her first revelation of the world’s sin and sorrow. And under it all, persisted the same incredulity—Ilse’s mother have done it—and the same helpless longing to prove she couldn’t have done it. But how could it be proved? It couldn’t. She had solved one “mystery” but she had stumbled into a darker one—the reason why Beatrice Burnley had never come back on that summer twilight of long ago. For, all the evidence of facts to the contrary notwithstanding, Emily persisted in her secret belief that whatever the reason , it was that she had gone away in The Lady of Winds when that doomed ship sailed out into the starlit wonder of the gulf beyond Blair Harbour. couldn’t was not About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. L. M. Montgomery (2020). Emily of New Moon. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/61236/pg61236-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html.

“She Couldn’t Have Done It”

A couple of years ago, I wrote an article about . My workflow has evolved drastically from there - little did I know that I would fall into a love affair with Emacs - so, I figured it was time to update how I have integrated Emacs into nearly all of my entire computerized life. how I use org-mode to get things done It has become a running meme that people and do all of their work, writing, scheduling, and whatever else in the application. is a completely extensible text editor that wants to be an operating system. live inside emacs Emacs I have fallen hard for the meme, as I do with all memes. Whoops ;) Rationale I truly believe in sharpening the axe so that your creative work and everyday processes can be as close to frictionless as possible. Emacs offers this ability through its extensibility and integration. If you have the skills and knowledge of lisp, you can pretty much make it whatever you want it to be: simply a tool for editing text, or your next email, RSS, and everything client. The idea behind emacs is simplification, and follows that of those that would create an integrated computing environment via tools such as: A tiling WM such as or BSPWM i3 Status bar such as Polybar Launcher such as or Rofi Dmenu CLI Apps Music playing through and MPD NCMPCPP for reading RSS feeds Newsboat / for emails Mutt Neomutt for calendering and schedules Calcurse for todos Taskwarrior / setup for editing Vim Neovim Browser such as or using for keyboard based browsing Qutebrowser Vimium so that all CLI apps are contained within your terminal pane TMUX You then would go to the trouble of making all keybinds relevant across this environment and switching between components is easy and fast. Perhaps you would get all colors to match across the system so that everything feels and looks that same and is ’fully integrated’. I personally built around this rationale and had successfully used it for years. My computing environment However, emacs has most if not all of this functionality baked in (or added in with extensions), and it is more seamless, as it is completely under one roof. Watch to see his discussion on the Emacs mindset. this video by Protesilaos You are already a power user Most people do not go to this extent to seamlessly integrate their computer. Quite frankly, most people don’t realize that it is possible (arguably it is not unless going down the Linux rabbit hole) If you use linux, you are likely a power user. If you have edited a file to change how your computing environment works, you are a power user. You could live inside this custom computing environment for the rest of your days and be very happy. I don’t think emacs is for everyone, it is for a select group of power user that wants to have this integration across all their applications and to a maximally controlled state. I can say that I (and likely you, if you read/watch my content) am one of few that has invested the time - but my belief is that I use a computer everyday for hours on end, and the saved time is in the dozens of hours every month. I likely save more than a few weeks in working time every year because of my understanding of Emacs and lisp. YMMV. I felt it was worth it, and I believe to be reaping dividends. Might just be my confirmation bias, who knows! So, how do I use Emacs? Writing The largest selling point of Emacs I could make for those that are not programmers is that it is exceptional for writing and manipulating text. Many people in academia use emacs to write papers, easily source works, and whatever else they do in higher education. You can easily export to various formats including LaTeX, markdown, html, really whatever your heart desires. I am using emacs to write every you read, as well as my debut . There is no faster way to write, edit, and get projects finished than emacs. I use evil mode as I come from vim, and believe that emacs and vim together is probably the greatest editing experience one can have. blog post book Programming Of course, you can use emacs for what it was originally intended to do, edit code. I do this, too. Macro use, multiple cursors, autocomplete, syntax highlighting, minimapping (not sure if this is useful beyond just looking cool), and anything you get in VS Code are possible. I started using to test my CRUD apps and endpoints, pushing my use of postman out the window. rest-client.el You can create custom snippets to quickly start functions, and the already built in yasnippets are pretty comprehensive in their own right. Organizing my Life I use as well as (with ) to document my to-do’s, my notes, my appointments, everything. org-mode org-roam org-roam-ui You can then take all of your relevant entries and push them into where you can layout your day. This can be viewed in for a beautiful calendered view of what your day/week/month looks like. People invite me to google calendar events, but I never use google calendar anymore, this is far better for me, as I can access it with a keychord from any of my computers. I push this agenda to my phone so I can see what I need to do daily, but I really have stopped using my phone so much. org-agenda calfw Music There was a point in my linux journey where I tried to setup , but the truth is that I never really figured it out, and the finikyness of the setup didn’t really jive with me. mpd with ncmpcpp Enter - yes, I play music within Emacs now. I have nearly 15,000 songs in my media server, and EMMS allows me to quickly move through the music directory, pick something I’m in the mood for, and then play it in the background while I’m doing work. EMMS My .config for EMMS looks something like this ;; EMMS
(emms-all)
(emms-default-players)
(emms-mode-line 1)
(emms-playing-time 1)
;; Source my music from my server:
(setq emms-source-file-default-directory "/mnt/TrueNAS/media/Music"
      emms-playlist-buffer-name "*Music*"
      emms-info-asynchronously t
      emms-source-file-directory-tree-function 'emms-source-file-directory-tree-find)
;; Keymappings in Doom Emacs:
(map! :leader
      (:prefix ("a" . "EMMS audio player")
       :desc "Play at directory tree"   "d" #'emms-play-directory-tree
       :desc "Go to emms playlist"      "a" #'emms-playlist-mode-go
       :desc "Shuffle"                  "h" #'emms-shuffle
       :desc "Emms pause track"         "x" #'emms-pause
       :desc "Emms stop track"          "s" #'emms-stop
       :desc "Emms play previous track" "p" #'emms-previous
       :desc "Emms play next track"     "n" #'emms-next)) One key chord and I select my music, another chord and I play/skip/go back. Simple, elegant. Email I never thought that I would be reading my email inside of Emacs, but alas, is a thing. You can open your emails, quickly mark them as read, for deletion, or to read later, as well as setup todo’s because of an email. mu4e Just today, a client emailed me about three properties she wanted to see, and I made a todo to schedule them all within 5 seconds of the email being received. All you need for setting up mu4e is as follows: ;; MU4E
(use-package mu4e
  :ensure nil
  :defer 20
  :config

  (load-file "~/.config/mu4e/mu4e-config.el")
  (setq mu4e-update-interval (* 10 60))
  (mu4e t)) I used to easily setup my email accounts without issue, syncing the database, and encrypting passwords. All my emails in one place and easy to delete, move, respond to, and tag. mu-wizard RSS Emacs has the lovely where you can setup and filter through your various RSS feeds. It has gotten to the point that if I cannot get an RSS feed for something, I will probably not follow it. I have found that feeds also really slow down my consumption of internet - I don’t go to native Reddit or imageboards anymore - I put them in my elfeed, and then read when I have the time. All else is noise that I cannot be bothered with. Elfeed My config for elfeed looks a little something like this: ;; Elfeed
;; Setup elfeed goodies for powerline effect
(require 'elfeed-goodies)
(elfeed-goodies/setup)
(after! elfeed
  (setq elfeed-search-filter "@1-week-ago +unread -Reddit"))

;; Setup of elfeed tube
(use-package elfeed-tube
  :ensure t ;; or :straight t
  :after elfeed
  :demand t
  :config
  ;; (setq elfeed-tube-auto-save-p nil) ; default value
  ;; (setq elfeed-tube-auto-fetch-p t)  ; default value
  (elfeed-tube-setup)

  :bind (:map elfeed-show-mode-map
         ("F" . elfeed-tube-fetch)
         ([remap save-buffer] . elfeed-tube-save)
         :map elfeed-search-mode-map
         ("F" . elfeed-tube-fetch)
         ([remap save-buffer] . elfeed-tube-save)))

;; Mappings for Elfeed and ERC
(map! :leader
      (:prefix("e" . "Elfeed and ERC")
       :desc "Open elfeed"              "e" #'elfeed
       :desc "Open ERC"                 "r" #'erc
       :desc "Update elfeed"            "u" #'elfeed-update
       :desc "MPV watch video"          "v" #'elfeed-tube-mpv
       )) In my default search (what pops up when I open elfeed and update) I have filtered out 4chan and Reddit so that I do not see them with my news and youtube feeds. They update super frequently and I don’t care to follow most of it. And yes, you can glean value from 4chan, just don’t go to / pol / or the gif boards. I suggest / ck /, / g /, / lit /, / trv /, and / x / to get you started. Macros Admittedly, I haven’t used macros as much as I should - they are . You can update thousands of lines with a couple key presses - I did this the other day with my music library. There are probably thousands of other uses, but I am at the beginning of my macros journey. really good Terminal Using vterm as the built in terminal is a great way to run programs/dev environments/update your system. SSH with Tramp You can remotely edit files with , making deployment to servers, updating posts, or starting services or scripts super easy. Tramp Mode Living in Emacs I would now say that my time on a computer is effectively spent living in emacs and a browser. There is really not much else that I do with a computer than create and run my businesses - consumption is where you will find depression, after all! Other things to explore for those that want to perma live in emacs: EWW - Browser built in (I use on sites that are mere html but rarely.) EXWM - A window manager using emacs Also published . here

How I Use Emacs to Get Things Done

There’s a lot of content out there that claims that there’s 5 growth strategies The five growth strategies are high-touch sales, paid advertising, intrinsic virality, intrinsic influencer incentives (Twitch!), and platform hacks. — Emmett Shear (@eshear) June 9, 2021 or . 19 traction channels But if you’re doing B2B Saas there’s only 2: Inbound and Outbound Strategies. Inbound Lead Generation is attracting users to your business. Outbound Lead Generation is meeting users where they are. How to Start Don’t even think about making content, sending out emails without first learning about your user. If you’re starting you want to have a bias for action and learn by doing. This means that you’ll fail sometimes and you’ll learn over time what works and what doesn’t. So in order to default to action, use a barebones framework that you iterate on over time based on the success and failures of the output. Here’s mine. This should take you about 10 minutes. What is the business problem that you’re solving? Are there competitors? Segment the market. You don’t want to spend . Instead segment quickly by buying incentives. Think about your user’s economic incentives. You don’t discover incentives by what they say, you find them by what they do. Most people in business act out of fear but talk out of ego, so you’re typically getting a screwed up version of the truth if you’re not watching them and only listening. weeks segmenting the market What industry are they in? Where are they located? What’s their job title? What tech stack are they using? What systems are they building? What tech stack do they use? What’s their team size? What kind of spending power do they have (revenue and funding)? ← this is the most important of all. Do you know anyone in your network that is in this segment? Are you in this segment? Typically I find that a lot of engineers will find it hard to solve problems that aren’t their own, this is because they’re not well-socialized and lack empathy. But there’s good news. This isn’t about feelings or emotionally connecting with someone. This is about understanding the bottom-line in which they operate and make decisions (and take action on those decisions) in a business. In other words, what motivates them to build vs buy? What motivates them to move jobs? To purchase other software? To buy courses? There’s always a money reason. That’s the . If you can’t figure out a money reason (hint: you can reduce it to numbers), then that’s a sign that you’re not solving a business problem. first principle of B2B business Once you can answer these questions, you have a buyer persona for your lead generation engine. Then you’re ready for a lead generation strategy. Which One Is Better? It’s up to you. As you read through this article and implement different strategies, you’ll find that you’re naturally pulled to some more than others. Double down on those. Inbounding Strategies This is one of the most important forms of marketing because all other variants start with this. Content Marketing. This could be implemented by viral coefficients or free tools. Engineering Marketing. Viral Coefficients are built-in features in your product that let the product market itself. SavvyCal has one of highest viral coefficients in recent B2B Saas history. A user will naturally send the full product over to someone that may not know about SavvyCal already. But by naturally using the product, a user will have exposed a personalized demo of the product to their friend. Free Tools are secondary products that are typically single page apps, lightweight, performant, and SEO-friendly that solve a small problem that after usage, shoots users into the top of your buying funnel. The is a perfect example of a free tool that’s been responsible for millions in revenue for the business. You’ll still need to market the product, have it rank on SEO, etc. It’s almost like being responsible for another app. But the advantage to this is that there’s significantly less of these tools because there’s significantly less people that can code vs can write blogs. This strategy works so well for us. Our is responsible for over half our page views. If you want to take advantage of this strategy but don’t want to spend the time learning how to make these work, . HubSpot Website Grader Saas pricing directory we’ll make them for you Social Media/Community Building. I don’t know much about this so I won’t speak on it but . Rosie can help you Outbounding Strategies Networking. My personal favorite. You’re gonna favor this one if you’re a people person and love learning about people and what makes them tick. Naturally your early users are going to be passionate and identify a lot with their job. So if you ask questions and listen well, you’ll understand them and the business. To get started, it’s as simple as telling your close friends you’re working on X. Then ask yourself if you know anyone that is in your buyer persona. If not, ask yourself how to create relationships with people. You don’t have to feel that much pressure from the word relationships. Business/professional relationships are super shallow compared to real life. One meeting and an email exchange every year is good enough to keep the lead warm. Cold Calling. Linkedin Sales Navigator is the place to go. Their tool easily lets you find people in your buyer persona. Then to convince them, use a “why you, why you right now?” framework. Why are you reaching out to them? And what’s happening in both your world and their world that now’s the right time? Here’s an example. Say you’re making a job board and you see that a team is hiring for engineers. Then you reach out to all the recruiting managers and tell them that you see they’re hiring and that you want to help them promote their job applications. Make the ask after the meeting is over. Networking has a 30% conversion rate for me, cold calling has maybe a 5-10% conversion rate. This has a 100% conversion rate. Once your meeting is over, ask them to intro you to a friend, be very specific. They will never say no. This Is Not A Distribution Strategy These are lead generation strategies for B2B Saas businesses, not distribution strategies. Implementing these will fill up the top of your funnel but it’s up to you to create a sales process to convert top of funnel prospects into paying users. Also published . here

B2B SaaS Lead Generation Done Right

The morning routine is the smartest way to start your day. You often don’t have control over everything that happens in your life. But you can control the first few hours of your day. If you start the day winning, everything gets easier. Victory brings victory, start the day by winning. Wake up Early Waking up early is the secret to starting the day winning. Many people try to wake up early and eventually give up. Because to make this a routine, you need to be strategic. You’re going to need a step-by-step plan of what you’re going to do when you wake up. Here’s the strategic way to do it. Motivation Start the day on the right foot. As soon as you wake up your brain is much more receptive to what you watch and listen to. So it’s important to take advantage of this moment to engrave images in your mind that strengthen your mindset. The best way to do this is with motivational videos. If you think you don’t need it, you probably do. Fast Workout This is the solution to drowsiness upon waking. The sole purpose of this workout is to get some blood pumping. Once that happens you will feel much better. It will be much easier to accomplish what you want after that. Get ready for action. Cold Shower I’m not talking about freezing cold water. But, taking a hot shower when you wake up won’t help you accomplish your goals. Pay the price of operating at high productivity. You will feel much better afterward, I guarantee you. The right way to start the day. Reading for 10 to 15 minutes You know the importance of reading books. But reading at night, when you’re tired and ready for sleep, isn’t the best way. You want your reading to be as productive as possible. The best way to do this is when you are alert and full of energy. You’ve never read so much in such a short period of time. The Thought’s Timeline The most important timeline is that of your thinking. This was a method I developed to keep track of my thoughts, tasks, and notes in one place. In an outliner app called Dynalist, I created a structure called TTT (The Thought’s Timeline) where every day I add an entry for the day. I use hashtags like #MorningPages #CreatingContent #ToDoList for different sections. It’s essential to have a place where you record what you’re thinking. Plan the day The easiest way to miss your daily goals is to not set them early in the day. Creating a plan for the day is essential, this is how you will approach the day. Great achievers make things happen. But for you to make things happen, you need a plan. Plan tomorrow, today. Focus of the Day What is your focus for the day? In your day you will have to perform different tasks with different objectives. Establish a focus for the day so you don’t forget where you’re going with all this. If you have no idea what the next step in your big picture is, it’s that much harder for you to keep moving forward. No one arrives at the expected place, without planning first. Two Hours of Deep Work (until 7 am) How to do much more in less time? To be more productive you need to be strategic. The 4 pillars of strategic productivity are time, energy, attention, and motivation. (TEAM) If you completed the 8 previous steps, your level in these 4 pillars is close to 100%. So, in those 2 hours of deep work, you produce 3x more than you would in a normal working day, sitting and distracted. With this morning routine, you’ve already won the day before 7 am. If you want to experience what your full productive potential looks like, I have just the thing for you. It’s a sequence of activities designed to raise your levels (TEAM) and 3x your output before the day starts. Because if you start the day winning, you will keep winning. What is a Strategic Morning Routine? Victory brings victory. It’s much easier to win when you’re already winning. The strategic morning routine is the smart way to make sure you’re going to win every day. If you are a digital entrepreneur, and you are looking to achieve massive results… , and become insanely productive by raising your level in the 4 pillars of strategic productivity: Time, Energy, Attention, and Motivation. (TEAM) Download the 9-step Strategic Morning Routine Free Download and discover how to 3x your output in a strategic, consistent, and sustainable way. Achieve massive results every day. Subscribe to the 9Pomodoros Newsletter Subscribe now Until next time, Be strategic and keep winning. Jack Strategist, Expert in Strategic Productivity Also published here.

How to Get 80% of Your Work Done in the First 2 Hours

I struggled with these three things most during my career—identifying what deserves my attention and what shouldn’t be done at all, giving life to my goals by utilizing the right opportunities and taking action, and staying focused by avoiding distractions when I actually get down to work. Doing well in just one area wasn’t an option. To succeed in my goals, I had to perform on all three dimensions—prioritization, initiating action, and staying focused. For the longest time, I applied makeshift strategies to get through the day. When I felt challenged in any of these areas, instead of identifying the real source of my problem and investing in a long-term solution, I used quick and dirty solutions to cover up my discomfort. But these band-aid solutions that got me temporary relief at the moment only aggravated my problem in the long run. As my work responsibilities and scope increased, so did the impact of my decisions—what was I prioritizing, how was I spending my time, was I realizing the opportunities at the right time, and what were the biggest time suckers? My survival strategies that worked earlier no longer served me right. Rather, they caused more pain and angst. Too many things vied for my attention. I had too much stuff on my mind. Demands of my work combined with an ad hoc approach to dealing with these difficulties caused immense frustration which further hurt my productivity. I was at a point in my career where the cost—mentally as well as physically—of not putting my time to best use was significantly high. That’s when I decided to get rid of my avoidance and makeshift tactics. I decided to face the real problem and identify a solution that actually works. I believe in the discipline of mastering the best that other people have ever figured out. I don't believe in just sitting down and trying to dream it all up yourself. Nobody's that smart — Charlie Munger After researching hundreds of frameworks and putting them to use, these 3 productivity frameworks stood out. They were simple to understand, adapt, and apply. Each framework addresses one key area where I needed help. Together, they help me prioritize what matters, stick to an action plan, and deeply focus on the task at hand while I am on it: Eisenhower Productivity Matrix for prioritization Implementation intentions for initiating action Pomodoro technique for staying focused Let’s dive deep into each of these frameworks. Eisenhower Productivity Matrix The Eisenhower Matrix, also referred to as the Urgent-Important Matrix, is a productivity, prioritization, and time management framework designed to prioritize your most important work by categorizing tasks according to their urgency and importance. If you feel overwhelmed with a long list of things to do or are not sure where to start, don't worry. The 4 quadrants of the Eisenhower matrix are designed to make it easy for you to accomplish your most important work. Dwight D. Eisenhower, the 34th President of the United States, had to make tough decisions continuously about which of the many tasks he should focus on each day. To navigate his priorities effectively and efficiently, he invented a simple decision-making tool, now the world-famous Eisenhower Matrix. His methods for time management, task management, personal productivity, and prioritization have been studied over decades and used by many people. What is urgent is seldom important and what is important is seldom urgent — Dwight D. Eisenhower Understanding the difference between urgent and important tasks is crucial to put the Eisenhower Matrix to effective use. So, let’s start there. Urgent Is Reactive Urgent tasks require immediate attention. They are time sensitive and must be done now with negative consequences if you don't complete them within the expected timeline. Most urgent tasks lead to short-term thinking and sub-optimal decision-making given the time constraint under which these tasks are performed. For example: Finishing a project report due tomorrow. Attending a production bug impacting a large customer base. Fixing a leaking kitchen sink. Important Is Proactive Important tasks do not require immediate attention, but they help you achieve your long-term goals. They have a large impact on your success and require initiative, proactiveness, and dedicated focused hours to do quality work. Carefully and thoughtfully planning these tasks ahead of time enables you to embrace opportunities, prevent problems, and make optimal decisions aligned with your long-term goals. For example: Strategic thinking on new products to launch. Investing in tech platform stability. Feedback reviews enable the team to perform better. Distinguishing between urgent and important tasks enables you to make the best use of your time by dividing your work into the 4 quadrants of the Eisenhower Matrix. To put the Eisenhower matrix to use, go through each task one by one and separate them into four possibilities: Important and Urgent (Quadrant 1) Important and Not Urgent (Quadrant 2) Not Important and Urgent (Quadrant 3) Not Important and Not Urgent (Quadrant 4) Important and Urgent (Quadrant 1): Reduce Time Spent Here These are the tasks that require your immediate attention and cannot be delayed further. Putting them off will not only lead to stress and anxiety, but they'll also have a negative impact on your success and growth. Work that shows up in this quadrant is reactive, deals with crisis management, and leads to suboptimal decision-making. Important tasks become urgent in due course of time if delayed too much, not given proper attention, or carried out without real interest. Do these tasks now, but prioritize more work in Quadrant 2 to reduce the time spent here. Important and Not Urgent (Quadrant 2): Schedule These Tasks These tasks have a big impact on your long-term goals. They need not be done right away, but it's important to schedule them for later when you can give your focused time and attention. Proactively working on tasks in this quadrant without putting them off automatically reduces the time spent dealing with crises, freeing up time to do more forward-looking work. Not Important and Urgent (Quadrant 3): Delegate and Empower These are the tasks that must be completed now but don't affect your long-term goals. You don't have to do them on your own and can be delegated to other members of your team—as an opportunity to expand their skill set or take on higher-level responsibilities. Delegating work in this manner empowers them, builds trust, and saves your time that's better spent elsewhere. Not Important and Not Urgent (Quadrant 4): Declutter and Eliminate Tasks in this quadrant give an illusion of productivity by keeping you busy, but must not be done at all. These are distractions that if not eliminated, will get in the way of your goals. Simply delete these tasks and don't waste your or others' time and effort. Implementation Intentions Many people have positive intentions, but they fail to act on them. They either forget to take action or seize the right opportunity. They get derailed by distractions or fall back into old habits. Saying “I am going to run tomorrow” without specifying the exact time and location has a much lower chance of follow-through. That’s leaving it to chance—hoping you will remember to do the activity, find time to do it, and also feel motivated to do it at the right time. With vague commitments, it’s easy to stay busy by doing inconsequential work without ever getting around to doing the specific things you need to succeed. Implementation intention exactly solves this problem. They turn desires into concrete actions—I’m going to run every day for 10 mins at 7 pm outside my apartment. Introduced by psychologist Peter Gollwitzer in 1999, implementation intentions involve making a plan beforehand about when and where you intend to act. In other words, when situation x arises, I will perform response y. You no longer need to decide or wait for the inspiration to strike. Should I jog in the morning or in the evening? Is it the right time to write? Should I replace a healthy option with this meal or the next one? You can initiate the intended response by simply acting on your plan. The cues that can trigger a habit come in a wide range of forms—the feel of your phone buzzing in your pocket, the smell of chocolate chip cookies, the sound of ambulance sirens—but the two most common cues are time and location. Implementation intentions leverage both of these cues. — James Clear Another advantage of implementation intention is that with enough repetition, engaging in goal-directed behavior becomes automatic. You no longer need conscious intent. You automatically act when the situational cue presents itself. Without the hurdles of decision-making and the additional advantage of the right cues in your environment, you can prime yourself to act. Lastly, the formation of an action plan serves as a commitment to act. Research shows that breaking commitments generates discomfort which makes it more likely for you to stick to your plan. There are two parts to setting implementation intentions: Initiating the action Staying on course Initiating the Action Create a specific plan detailing when and where you are going to initiate the desired behavior. For example... I will [DO ACTION] at [TIME] in [LOCATION]. I will jog Monday to Saturday for ten minutes at 7 a.m. outside my apartment. I will replace fries with ten sticks of boiled baby carrots at 2 p.m. for lunch in my kitchen. I will practice public speaking for ten minutes at 8 p.m. right after dinner in my bedroom. Staying on Course Things won’t always go according to plan. Unexpected situations might derail you from expected behaviors. Sometimes competing goals may demand your attention. Intended action can be thwarted by attending to attractive distractions. What do you do then? In situations like these, design implementation intentions using the “if-then” version. Simply put, think about all the obstacles that might interfere with your goal and plan upfront on how to handle them. This way, when you do encounter those hurdles preventing you from making progress in your goals, you can use the right strategy to turn them around. You can make the best possible decisions well in advance to keep you on track no matter what comes your way. You can be more flexible to adjust to the unexpected events in your life instead of letting them control your behavior and prevent you from achieving your goals. For example... If [THIS HAPPENS], then I will [DO THIS]. If I cannot jog this Monday morning at 7 a.m. since I have to pick up my friend from the airport, then I will do it Monday evening at 6 p.m. If I cannot practice public speaking at 8 p.m. on Wednesday since I have to attend a birthday party, then I will practice at 6 a.m. on Wednesday right after I wake up in my bedroom. If I am presented with a dessert option when it’s my turn to eat healthily, then I will order fruits. Pomodoro Technique The Pomodoro Technique was created in the late 1980s by Francesco Cirillo for a more productive way to work and study. Cirillo was struggling to focus on his studies and complete assignments. He developed the Pomodoro technique as a way to improve concentration, productivity, and efficiency. The technique uses a timer to break down work into intervals, traditionally 25 minutes in length, separated by short breaks. Each interval is known as a Pomodoro, from the Italian word for 'tomato', after the tomato-shaped kitchen timer that Cirillo used as a university student. The biggest strength of the Pomodoro method is its simplicity. Here are the 5 steps to put the Pomodoro technique to practice: Identify your for the day, break them down into small tasks, and set estimate pomodoros (e.g., 1=25 mins of work) for each task. top goals Set your timer and focus on a single task for the next 25 mins (or chosen Pomodoro time block). When the timer rings, mark off one Pomodoro and record what you completed. Take a break for 5 mins. Consciously plan these breaks to do something that staves off mental fatigue. Iterate 3-5 times and then take a longer break of 15-30 mins. The Pomodoro Technique recommends 25 minutes of work and 5 minutes of rest for each cycle, but you can also do 50 minutes of work and 10 minutes of rest - Hector Garcia Puigcerver In other words, Pomodoros are traditionally known for being 25 minutes long, but the technique does not enforce it. It's quite flexible and allows you to choose your own pomodoro interval. Use the Pomodoro technique if: You are feeling overwhelmed by the number of things to do and all the work ahead of you. Little distractions and interruptions eat up your precious time. You want to get better at estimating how much work you can get done in a day. You want to train your brain to focus and concentrate without feeling fatigued. You enjoy gamification to achieve your goals. You want to have a clear measurement of your time and efforts. Here's why the Pomodoro method is extremely useful for boosting productivity and getting things done: Rids of Procrastination Breaking down a big goal into small tasks and doing each one independently is less intimidating which makes it easy to get started. Instead of being overwhelmed by the enormity of all the work ahead of you, focusing on the next 25 minutes is easier because there's less uncertainty involved. Keeps Distractions Away Distractions from phones, emails, and social media may appear brief, but they negatively impact your productivity by increasing the time it takes to refocus your attention. For example: Checking Twitter for 1 min may require another 20 mins to get back and focus. The Pomodoro technique helps you avoid these distractions that demand your time and attention and instead fully focus on the task in the present. Helps Measure and Plan By working in specific blocks of time, you can clearly measure the time taken to achieve a certain goal. This allows you to get better at estimation by reflecting on the time estimated and actual time spent. Working in small sessions shifts the idea of time from an abstract concept to an exact measure which enables you to give more realistic time estimates. Combined, these 3 powerful frameworks—Eisenhower Matrix, Implementation Intentions, and Pomodoro Technique—enable me to prioritize work that matters and eliminate time-wasting efforts, take action by planning upfront and utilizing the right opportunities, and actually get work done by using small blocks of time and staying focused. Putting these frameworks to best use isn’t about perfection. What you need is the mindset to experiment, curiosity to identify what works (and what doesn’t), and willingness to change and adapt. Staffan Noteberg perfectly captures it in Pomodoro Technique Illustrated “Perfectionism prevents action. Waiting until you have devised the perfect solution to something is merely a form of procrastination.” Previously published . here

These 3 Productivity Frameworks Will Help You Get Real Work Done

এই 3টি উত্পাদনশীলতা ফ্রেমওয়ার্ক আপনাকে সত্যিকারের কাজ করতে সাহায্য করবে

Diese 3 Produktivitäts-Frameworks helfen Ihnen dabei, echte Arbeit zu erledigen

Estos 3 marcos de productividad lo ayudarán a realizar un trabajo real

Ces 3 cadres de productivité vous aideront à faire du vrai travail

ये 3 प्रोडक्टिविटी फ्रेमवर्क आपको वास्तविक काम पूरा करने में मदद करेंगे

これら 3 つの生産性フレームワークは、実際の仕事を完了するのに役立ちます

실제 작업을 완료하는 데 도움이 되는 3가지 생산성 프레임워크

Essas 3 estruturas de produtividade ajudarão você a realizar um trabalho real

Bu 3 Üretkenlik Çerçevesi Gerçek İşi Yapmanıza Yardımcı Olacak

3 khung năng suất này sẽ giúp bạn hoàn thành công việc thực sự

这 3 个生产力框架将帮助您完成实际工作

Studies in the Psychology of Sex, Volume 6 by Havelock Ellis is part of the HackerNoon Books Series. You can jump to any chapter in this book here . POSTSCRIPT POSTSCRIPT. "The work that I was born to do is done," a great poet wrote when at last he had completed his task. And although I am not entitled to sing any Nunc dimittis, I am well aware that the task that has occupied the best part of my life can have left few years and little strength for any work that comes after. It is more than thirty years ago since the first resolve to write the work now here concluded began to shape itself, still dimly though insistently; the period of study and preparation occupied over fifteen years, ending with the publication of Man and Woman, put forward as a prolegomenon to the main work which, in the writing and publication, has occupied the fifteen subsequent years. It was perhaps fortunate for my peace that I failed at the outset to foresee all the perils that beset my path. I knew indeed that those who investigate severely and intimately any subject which men are accustomed to pass by on the other side lay themselves open to misunderstanding and even obloquy. But I supposed that a secluded student who approached vital social problems with precaution, making no direct appeal to the general public, but only to the public's teachers, and who wrapped up the results of his inquiries in technically written volumes open to few, I supposed that such a student was at all events secure from any gross form of attack on the part of the police or the government under whose protection he imagined that he lived. That proved to be a mistake. When only one volume of these Studies had been written and published in England, a prosecution, instigated by the government, put an end to the sale of that volume in England, and led me to resolve that the subsequent volumes should not be published in my own country. I do not complain. I am grateful for the early and generous sympathy with which my work was received in Germany and the United States, and I recognize that it has had a wider circulation, both in English and the other chief languages of the world, than would have been possible by the modest method of issue which the government of my own country induced me to abandon. Nor has the effort to crush my work resulted in any change in that work by so much as a single word. With help, or without it, I have followed my own path to the end. For it so happens that I come on both sides of my house from stocks of Englishmen who, nearly three hundred years ago, had encountered just these same difficulties and dangers before. In the seventeenth century, indeed, the battle was around the problem of religion, as to-day it is around the problem of sex. Since I have of late years realized this analogy I have often thought of certain admirable and obscure men who were driven out, robbed, and persecuted, some by the Church because the spirit of Puritanism moved within them, some by the Puritans because they clung to the ideals of the Church, yet both alike quiet and unflinching, both alike fighting for causes of freedom or of order in a field which has now for ever been won. That victory has often seemed of good augury to the perhaps degenerate child of these men who has to-day sought to maintain the causes of freedom and of order in another field. It sometimes seems, indeed, a hopeless task to move the pressure of inert prejudices which are at no point so obstinate as this of sex. It may help to restore the serenity of our optimism if we would more clearly realize that in a very few generations all these prejudices will have perished and be forgotten. He who follows in the steps of Nature after a law that was not made by man, and is above and beyond man, has time as well as eternity on his side, and can afford to be both patient and fearless. Men die, but the ideas they seek to kill live. Our books may be thrown to the flames, but in the next generation those flames become human souls. The transformation is effected by the doctor in his consulting room, by the teacher in the school, the preacher in the pulpit, the journalist in the press. It is a transformation that is going on, slowly but surely, around us. I am well aware that many will not feel able to accept the estimate of the sexual situation as here set forth, more especially in the final volume. Some will consider that estimate too conservative, others too revolutionary. For there are always some who passionately seek to hold fast to the past; there are always others who passionately seek to snatch at what they imagine to be the future. But the wise man, standing midway between both parties and sympathizing with each, knows that we are ever in the stage of transition. The present is in every age merely the shifting point at which past and future meet, and we can have no quarrel with either. There can be no world without traditions; neither can there be any life without movement. As Heracleitus knew at the outset of modern philosophy, we cannot bathe twice in the same stream, though, as we know to-day, the stream still flows in an unending circle. There is never a moment when the new dawn is not breaking over the earth, and never a moment when the sunset ceases to die. It is well to greet serenely even the first glimmer of the dawn when we see it, not hastening towards it with undue speed, nor leaving the sunset without gratitude for the dying light that once was dawn. In the moral world we are ourselves the light-bearers, and the cosmic process is in us made flesh. For a brief space it is granted to us, if we will, to enlighten the darkness that surrounds our path. As in the ancient torch-race, which seemed to Lucretius to be the symbol of all life, we press forward torch in hand along the course. Soon from behind comes the runner who will outpace us. All our skill lies in giving into his hand the living torch, bright and unflickering, as we ourselves disappear in the darkness. HAVELOCK ELLIS. About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Havelock Ellis (2004). Studies in the Psychology of Sex, Volume 6. Urbana, Illinois: Project Gutenberg. Retrieved October 2022 https://www.gutenberg.org/cache/epub/13615/pg13615-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html .

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