- Spermbots — Researchers from the Institute for Integrative Nanosciences at IFW Dresden in Germany have successfully tested tiny, magnetically-driven power suits for individual sperm that can turn them into steerable cyborg “spermbots” that can be remote controlled all the way to the egg. But can they make an underwire bra that the washing machine doesn’t turn into a medieval torture device?
- What’s Eating Silicon Valley — In 2014, more Harvard Business School Grads went into technology than into banking for the first time since the dot-com era. […] another reason Wall Street had trouble maintaining goodwill was because of some of the attributes above—hard-charging, too much too soon, parallel reality, money flowing everywhere, rich white guys, etc. The Wall St comparison was new to me, but I can see it as a goodwill risk.
- OpenTrons — $3,000 open source personal lab robot for science, with downloadable/shareable protocols.
- Why Big Companies Keep Failing: The Stack Fallacy — you’re more likely to succeed if you expand down (to supplant your suppliers) than up (to build the products that are built on top of your product) because you’re a customer of your suppliers, so you know what good product-market fit will look like, but you’re just fantasizing that you can supplant your downstream value.
The O'Reilly Design Podcast: Organization design, design critiques, and designing for good behavior.
Subscribe to the O’Reilly Design Podcast, our podcast exploring how experience design — and experience designers — are shaping business, the Internet of Things, and other domains.
In this week’s Design Podcast episode, I chat it up with Adam Connor, designer at MadPow and author of Discussing Design with Aaron Irizarry — Connor also is speaking at O’Reilly’s inaugural Design Conference. We talk about company culture and organizational design, the design of codes of conduct, and advice on running productive design critiques.
Here are a few highlights from our conversation:
I think there’s a misconception around what culture is. A lot of people approach me asking if I can help them with their culture as if it is this separate thing that if adjusted, everything else — their work, their processes, their people — will fall into place. But what culture really is, is the rules, the invisible rules, that we all have in our minds of how we’re supposed to interact with each other or behave in certain situations. Sometimes it’s the values that we have and sometimes it’s more reaction and an instinctual behavior to get at that and to really influence that in such a way that allows people to be creative, to explore ideas, to be collaborative and work toward mutual goals. It actually requires you to adjust things like the processes we have, the policies we have, the roles people play, the skills that they’re using.