Smartwatchs

Here's Our Favorite Apple iWatch Concept Design So Far

Business Insider


Everyone's hearts go aflutter at iWatch rumors, the supposed wearable wrist computer that Apple could launch as early as this year.

A designer named Todd Hamilton took a stab not only at what the still-speculative watch might look like, but how it might actually work to make calls. Check it out.

Here's the lock screen with Siri access.

Todd Hamilton

Slide to unlock and we land at the homescreen.

Todd Hamilton

Now you have access to all the apps and info you want.

Todd Hamilton

Hamilton created this video to offer a take on how we might use the iWatch to make phone calls.

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Pivotando en LSU para desarrollo de productos

Pivoting when Using Lean Startup for Product
Development

by Ben Linders 

The lean startup approach expects that you are able to decide whether to persevere or pivot during product development. The build-measure-learn loop help startups to get quick feedback from customers and learn about their needs, which support pivoting decisions. In the lean startup principles, Eric Ries describes the purpose of pivoting in product development:

When this process of measuring and learning is done correctly, it will be clear that a company is either moving the drivers of the business model or not. If not, it is a sign that it is time to pivot or make a structural course correction to test a new fundamental hypothesis about the product, strategy and engine of growth.

There are different types of pivots possible in lean startup, each with their own purpose and ways to use them. Let’s explore some of them to see when and how you can pivot? Or maybe have to decide that it’s better to quit?

The blog post vision pivots vs. discovery pivots by Marty Cagan describes two kinds of pivots. He describes the product vision as “the big picture of what you are trying to achieve, typically over a 2-5 year timeframe”. Pivoting on the product vision should not be done too early:

In a nutshell, the job of the product organization is to make that vision a reality.  So we don't work for a few weeks or even a few months and then just declare it's not happening and we should do a pivot.  We will typically work hard for many months on a product vision and not even entertain the possibility of giving up.

Discovery as Marty describes is looking for features or approaches to develop a product that realizes the vision. He suggest to be flexible and prepared to pivot on discovery:

(…) during product discovery we will need to try out a great many ideas.  We expect that many of these ideas won't work, and the ones that do will require several iterations. So it's critical in product discovery that we not be wedded to particular solutions or features or approaches.

This is why it's so essential that a product team be strong at product discovery.  Product discovery is how we get as many iterations towards our vision as possible.  Our objective of course is to get to product/market fit before we run out of money (or management runs out of patience). And being good at product discovery means being very open to the many forms of discovery pivots.

Brian Millar describes what large companies can do to become more innovative, in the article 5 ways big companies can pivot like lean startup on Co.Design (published by FastCompany). He states that “Pivoting means that new technologies don’t get wasted. They get repurposed”. Brian describes how you can use a pivot workshop as a way to do pivoting on technology:

The innovation team brings along the technologies they’re working on plus any side projects or shiny things that have caught their interest. The insight people bring along as many consumer needs as they can. The next bit is simple. Match the technologies to the needs. (…) If a technology matches a need that it’s not currently serving, then you have an opportunity to pivot--if the opportunity is big enough.

In the article everyone pivots on LinkedIn, Andy Rachleff talks about pivoting on markets. He suggests that starting with a product and finding a market can be a successful approach for companies. Andy describes why pivoting on markets is important to find the market for your product:  

The challenge lies in is figuring out who cares about your incredible new product. Rarely do companies get it right the first time and it often takes years before they do …if they ever do.

Enterprise-focused startups typically need to run trials with potential customers to prove the value of their products. If you pull the trial after 30 days and the majority of prospects don’t flinch, then you don’t have a compelling product/market fit. Therefore, you need to pivot.

Sometimes it can better for a startup to quit, as Ben Yoskovitz describes in when is it time to pivot or quit? He gives several suggestions on dealing with pivoting, and when and how to decide to pivot or quit.

Pivoting is only possible when it is properly done within the build-measure-learn feedback loop in lean startup, as Ben explains:

To pivot, you need to have learned something through your previous efforts that gives you clues as to where you should focus. You can’t pivot without some form of validated learning and new assumptions. If you don’t have new insight that gives you even a hint of a direction, you need to really question whether it’s worth continuing. Pivoting for the sake of pivoting isn’t the answer (although you can get lucky…)

When you need to pivot, it can be good to check your passion:

I’ve met quite a few people (it’s happened to me too) that get so lost in what they’re doing, and they invest so much into it, that they actually forget why they got into the business in the first place. So as you investigate the potential of a pivot, you have to ask yourself, “Why am I even going to do this? Will I be passionate about this new thing?” If the answer is yes, you pivot. If the answer is no, you stop.

Ben explains how entrepreneurs are driven by guts, and how you can take that into account when deciding to pivot or quit:

If you get to the point where you don’t know what to experiment on anymore, and you’ve lost your purpose (in terms of why you started the business in the first place), you need to seriously look at shutting it down. If you don’t know what to do anymore, pragmatically, but you’ve still got a fire in your belly for what you set out to do, take a break and look for a restart.

Pivoting can also help a company that has been in a “sleeping mode” to revive, as Vincenzo Pallotta describes in reviving a zombie company: can lean startup help?:

(…) if your business is stagnating, you need a shake! The pivot might (and probably should) [be] very radical. You have probably a core technology or competence that has not found a compelling problem to solve and you don’t have customers. Therefore, start looking again for problems. Even if you are very biased by the technology you have, you might discover a new applicability of it to a completely different problem (and sometimes even with minimal adaptation). 

Reviving can be considered as a restart of the company, or a new attempt on a product idea, where you can use practices from the the lean startup:

It goes without saying that your pivot will entail an entire rethinking of your Business Model. So, define your new hypotheses and setup the right experimental framework to validate them.

InfoQ

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Como los autos sin conductor podrían cambiar el paisaje urbano

Disruptions: How Driverless Cars Could Reshape Cities

By NICK BILTON

Jeff Swensen for The New York TimesA self-driving car at Carnegie Mellon. Researchers have been contemplating how cities could change if our cars start driving for us, including having narrower streets because parking spots might not be necessary.

SAN FRANCISCO — By now, seeing one of Google’s experimental, driverless cars zipping down Silicon Valley’s Highway 101, or parking itself on a San Francisco street, is not all that unusual. Indeed, as automakerslike Audi, Toyota and Mercedes-Benz make plans for self-driving vehicles, it is only a matter of time before such cars become a big part of the great American traffic jam.

While driverless cars might still seem like science fiction outside the Valley, the people working and thinking about these technologies are starting to ask what these autos could mean for the city of the future. The short answer is “a lot.”

Imagine a city where you don’t drive in loops looking for a parking spot because your car drops you off and scoots off to some location to wait, sort of like taxi holding pens at airports. Or maybe it is picked up by a robotic minder and carted off with other vehicles, like a row of shopping carts.

A test of Google’s self-driving car.

Inner-city parking lots could become parks. Traffic lights could be less common because hidden sensors in cars and streets coordinate traffic. And, yes, parking tickets could become a rarity since cars would be smart enough to know where they are not supposed to be.

As scientists and car companies forge ahead — many expect self-driving cars to become commonplace in the next decade — researchers, city planners and engineers are contemplating how city spaces could change if our cars start doing the driving for us. There are risks, of course: People might be more open to a longer daily commute, leading to even more urban sprawl.

That city of the future could have narrower streets because parking spots would no longer be necessary. And the air would be cleaner because people would drive less. According to the National Highway Traffic Safety Administration, 30 percent of driving in business districts is spent in a hunt for a parking spot, and the agency estimates that almost one billion miles of driving is wasted that way every year.

“What automation is going to allow is repurposing, both of spaces in cities, and of the car itself,” said Ryan Calo, an assistant professor at theUniversity of Washington School of Law, who specializes in robotics and drones.

Harvard University researchers note that as much as one-third of the land in some cities is devoted to parking spots. Some city planners expect that the cost of homes will fall as more space will become available in cities. If parking on city streets is reduced and other vehicles on roadways become smaller, homes and offices will take up that space. Today’s big-box stores and shopping malls require immense areas for parking, but without those needs, they could move further into cities.

The Autonomous Intersection Management project, created by the Artificial Intelligence Laboratory at the University of Texas at Austin, imagines cities where traffic lights no longer exist but sensors direct the flow of traffic. Although a video showing off the automated traffic intersection looks like total chaos, the researchers insist that such intersections will reduce congestion and fuel costs and can allow cars to drive through cities without stopping.

Of course, getting to a utopian city will take a little longer than circling the block looking for a spot. A spokesman for Audi said a fully automated car would not be available until the end of the decade. And the regulatory issues to be addressed before much of this could come true are, to put it mildly, forbidding.

But the pieces are starting to fall into place, at least enough to excite future-minded thinkers. Last year, Jerry Brown, the governor of California, signed legislation paving the way for driverless cars in California, making it the third state to explicitly allow the cars on the road. And federal agencies are starting to consider their impact. In May the Transportation Department made its first formal policy statement on autonomous vehicles, encouraging cities to allow testing of driverless cars.

But to some, this promise — or overpromise as the case may be — sounds familiar.

“The future city is not going to be a congestion-free environment. That same prediction was made that cars would free cities from the congestion of horses on the street,” said Bryant Walker Smith, a fellow at the Center for Internet and Society at Stanford Law School and a member of the Center for Automotive Research at Stanford. “You have to build the sewer system to accommodate the breaks during the Super Bowl; it won’t be as pretty as we’re envisioning.”

Mr. Smith has an alternative vision of the impact of automated cars, which he believes are inevitable. Never mind that nice city center. He says that driverless cars will allow people to live farther from their offices and that the car could become an extension of home.

“I could sleep in my driverless car, or have an exercise bike in the back of the car to work out on the way to work,” he said. “My time spent in my car will essentially be very different.”

“Driverless cars won’t appear in a vacuum,” Mr. Smith said. Other predictions for the future city imagine fewer traditional-looking cars. Taking their place will be drones and robots that deliver goods.

Oh, and that food-delivery car double-parked outside? That, Mr. Calo said, will be replaced by a delivery drone.

E-mail: bilton@nytimes.com

BITS NYT

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