Business901

If you have two sets of researchers who are telling you contradictory things, and they have their own data sets to support it; how do you tell which one is believable and which one is junk. In Numbersense, what I try to do is to give people, as you say, a framework to start thinking about how you would interpret all these things out there. …says Kaiser Fung, author of a new book, Numbersense a previous book, Numbers Rule Your World: The Hidden Influence of Probabilities and Statistics on Everything You Do and the popular blog, Junk Charts. Kaiser Fung is a professional statistician with over a decade of experience applying statistical methods to marketing and advertising businesses. He holds an MBA from Harvard Business School, in addition to degrees from Princeton and Cambridge Universities. He is Vice President of Business Intelligence and Analytics at Vimeo, a high-quality video hosting platform for creative people. He previously worked at Sirius XM Radio, American Express, [X+1], Exodus Communications, and Sonus Networks. He is also an adjunct professor at New York University teaching practical statistics. This is the first of two podcasts with Kaiser. The second one will post next week.

If you have two sets of researchers who are telling you contradictory things, and they have their own data sets to support it; how do you tell which one is believable and which one is junk. In Numbersense, what I try to do is to give people, as you say, a framework to start thinking about how you would interpret all these things out there. …says Kaiser Fung, author of a new book, Numbersense a previous book, Numbers Rule Your World: The Hidden Influence of Probabilities and Statistics on Everything You Do and the popular blog, Junk Charts. Kaiser Fung is a professional statistician with over a decade of experience applying statistical methods to marketing and advertising businesses. He holds an MBA from Harvard Business School, in addition to degrees from Princeton and Cambridge Universities. He is Vice President of Business Intelligence and Analytics at Vimeo, a high-quality video hosting platform for creative people. He previously worked at Sirius XM Radio, American Express, [X+1], Exodus Communications, and Sonus Networks. He is also an adjunct professor at New York University teaching practical statistics. This is the first of two podcasts with Kaiser. The second one will post next week.

If you have two sets of researchers who are telling you contradictory things, and they have their own data sets to support it; how do you tell which one is believable and which one is junk. In Numbersense, what I try to do is to give people, as you say, a framework to start thinking about how you would interpret all these things out there. …says Kaiser Fung, author of a new book, Numbersense a previous book, Numbers Rule Your World: The Hidden Influence of Probabilities and Statistics on Everything You Do and the popular blog, Junk Charts. Kaiser Fung is a professional statistician with over a decade of experience applying statistical methods to marketing and advertising businesses. He holds an MBA from Harvard Business School, in addition to degrees from Princeton and Cambridge Universities. He is Vice President of Business Intelligence and Analytics at Vimeo, a high-quality video hosting platform for creative people. He previously worked at Sirius XM Radio, American Express, [X+1], Exodus Communications, and Sonus Networks. He is also an adjunct professor at New York University teaching practical statistics. This is the first of two podcasts with Kaiser. The second one will post next week.

Everyone is talking about conversations but are we really having them? Are 90% of conversations incorporated in 140 characters or thinking of the latest sound bite to get our message across? In Russ Unger’s new book, Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter) he discusses the ability to communicate and the practice of setting up the conversation to make it productive. Stephen Anderson sums up the book: A book on facilitation? I wouldn't have thought this was needed, but after reading Designing the Conversation, I'm reminded of all the valuable skills we learn—with some difficulty, mind you—on our own. Fortunately, all that stuff is covered here, from preparing for a session to handling the difficult personalities. And it's all delivered in a way that's short, to the point, and packed with plenty of pop culture references, making this a fun, lively read! You'll grin at uncomfortably familiar situations and nod in agreement as bits of invaluable advice are served in style through every chapter. I enjoyed the book as much Stephen did and almost as much as Russ’s first book, A Project Guide to UX Design: For user experience designers in the field or in the making (2nd Edition) (Voices That Matter).  Russ Unger is a user experience consultant and is on the Advisory Board for the Department of Web Design and Development at Harrington College of Design. His workshops have been attended by a variety of companies, from lean startups to large corporations. Since 1993 he has helped many companies incorporate user experience strategies and tactics into their designs. You can find Russ at http://userglue.com.

Everyone is talking about conversations but are we really having them? Are 90% of conversations incorporated in 140 characters or thinking of the latest sound bite to get our message across? In Russ Unger’s new book, Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter) he discusses the ability to communicate and the practice of setting up the conversation to make it productive. Stephen Anderson sums up the book: A book on facilitation? I wouldn't have thought this was needed, but after reading Designing the Conversation, I'm reminded of all the valuable skills we learn—with some difficulty, mind you—on our own. Fortunately, all that stuff is covered here, from preparing for a session to handling the difficult personalities. And it's all delivered in a way that's short, to the point, and packed with plenty of pop culture references, making this a fun, lively read! You'll grin at uncomfortably familiar situations and nod in agreement as bits of invaluable advice are served in style through every chapter. I enjoyed the book as much Stephen did and almost as much as Russ’s first book, A Project Guide to UX Design: For user experience designers in the field or in the making (2nd Edition) (Voices That Matter).  Russ Unger is a user experience consultant and is on the Advisory Board for the Department of Web Design and Development at Harrington College of Design. His workshops have been attended by a variety of companies, from lean startups to large corporations. Since 1993 he has helped many companies incorporate user experience strategies and tactics into their designs. You can find Russ at http://userglue.com.

Everyone is talking about conversations but are we really having them? Are 90% of conversations incorporated in 140 characters or thinking of the latest sound bite to get our message across? In Russ Unger’s new book, Designing the Conversation: Techniques for Successful Facilitation (Voices That Matter) he discusses the ability to communicate and the practice of setting up the conversation to make it productive. Stephen Anderson sums up the book: A book on facilitation? I wouldn't have thought this was needed, but after reading Designing the Conversation, I'm reminded of all the valuable skills we learn—with some difficulty, mind you—on our own. Fortunately, all that stuff is covered here, from preparing for a session to handling the difficult personalities. And it's all delivered in a way that's short, to the point, and packed with plenty of pop culture references, making this a fun, lively read! You'll grin at uncomfortably familiar situations and nod in agreement as bits of invaluable advice are served in style through every chapter. I enjoyed the book as much Stephen did and almost as much as Russ’s first book, A Project Guide to UX Design: For user experience designers in the field or in the making (2nd Edition) (Voices That Matter).  Russ Unger is a user experience consultant and is on the Advisory Board for the Department of Web Design and Development at Harrington College of Design. His workshops have been attended by a variety of companies, from lean startups to large corporations. Since 1993 he has helped many companies incorporate user experience strategies and tactics into their designs. You can find Russ at http://userglue.com.

Steve Portigal. author of Interviewing Users: How to Uncover Compelling Insights, is the founder of  Portigal Consulting. He has interviewed hundreds of people, including families eating breakfast, hotel maintenance staff, architects, rock musicians, home-automation enthusiasts, credit-default swap traders, and radiologists. His work has informed the development of mobile devices, medical information systems, music gear, wine packaging, financial services, corporate intranets, videoconferencing systems, and iPod accessories. Steve speaks regularly at corporate events and conferences such as CHI, IxDA, Lift, SXSW, UIE, UPA, UX Australia, UX Hong Kong, UX Lisbon, and WebVisions. His articles about culture, design, innovation, and interviewing users have been published in interactions, Core77, Ambidextrous, and Johnny Holland. He blogs at www.portigal.com/blog and tweets at @steveportigal. Steve was gracious enough to secure a discount code for the book, IUBUSINESS901 for 20% off,  if purchased through Rosenfeld media, Interviewing Users: How to Uncover Compelling Insights.

Steve Portigal. author of Interviewing Users: How to Uncover Compelling Insights, is the founder of  Portigal Consulting. He has interviewed hundreds of people, including families eating breakfast, hotel maintenance staff, architects, rock musicians, home-automation enthusiasts, credit-default swap traders, and radiologists. His work has informed the development of mobile devices, medical information systems, music gear, wine packaging, financial services, corporate intranets, videoconferencing systems, and iPod accessories. Steve speaks regularly at corporate events and conferences such as CHI, IxDA, Lift, SXSW, UIE, UPA, UX Australia, UX Hong Kong, UX Lisbon, and WebVisions. His articles about culture, design, innovation, and interviewing users have been published in interactions, Core77, Ambidextrous, and Johnny Holland. He blogs at www.portigal.com/blog and tweets at @steveportigal. Steve was gracious enough to secure a discount code for the book, IUBUSINESS901 for 20% off,  if purchased through Rosenfeld media, Interviewing Users: How to Uncover Compelling Insights.

Steve Portigal. author of Interviewing Users: How to Uncover Compelling Insights, is the founder of  Portigal Consulting. He has interviewed hundreds of people, including families eating breakfast, hotel maintenance staff, architects, rock musicians, home-automation enthusiasts, credit-default swap traders, and radiologists. His work has informed the development of mobile devices, medical information systems, music gear, wine packaging, financial services, corporate intranets, videoconferencing systems, and iPod accessories. Steve speaks regularly at corporate events and conferences such as CHI, IxDA, Lift, SXSW, UIE, UPA, UX Australia, UX Hong Kong, UX Lisbon, and WebVisions. His articles about culture, design, innovation, and interviewing users have been published in interactions, Core77, Ambidextrous, and Johnny Holland. He blogs at www.portigal.com/blog and tweets at @steveportigal. Steve was gracious enough to secure a discount code for the book, IUBUSINESS901 for 20% off,  if purchased through Rosenfeld media, Interviewing Users: How to Uncover Compelling Insights.

Michael Dobson (@sidewisethinker), author of Project: Impossible – How the Great Leaders of History Identified, Solved and Accomplished the Seemingly Impossible – and How You Can Too! said in the podcast: Well, to be honest one of the things, if it hasn't happened in your career yet, I'm saying this to the audience. I'm sure you've been there. If you haven't been given a project that is sort of absurdly impossible on the face of it, well, you haven't been around for a very long time. Impossible projects in any field in any discipline, well, this is just one of those little situations in life that sooner or later we are all confronted with for better or worse. Win, lose or draw, we all have to face it. MICHAEL SINGER DOBSON is a marketing executive, project management consultant and nationally-known speaker. He has been a staff member of the Smithsonian National Air and Space Museum, award-winning game designer, and career counselor in his varied career. My favorite book of Michael’s, out of twenty or so he wrote, is Creative Project Management. You can find Michael on Twitter @sidewisethinker or his main website sidewiseinsights.com .Listen to the rest of the conversation on impossible projects.

Michael Dobson (@sidewisethinker), author of Project: Impossible – How the Great Leaders of History Identified, Solved and Accomplished the Seemingly Impossible – and How You Can Too! said in the podcast: Well, to be honest one of the things, if it hasn't happened in your career yet, I'm saying this to the audience. I'm sure you've been there. If you haven't been given a project that is sort of absurdly impossible on the face of it, well, you haven't been around for a very long time. Impossible projects in any field in any discipline, well, this is just one of those little situations in life that sooner or later we are all confronted with for better or worse. Win, lose or draw, we all have to face it. MICHAEL SINGER DOBSON is a marketing executive, project management consultant and nationally-known speaker. He has been a staff member of the Smithsonian National Air and Space Museum, award-winning game designer, and career counselor in his varied career. My favorite book of Michael’s, out of twenty or so he wrote, is Creative Project Management. You can find Michael on Twitter @sidewisethinker or his main website sidewiseinsights.com .Listen to the rest of the conversation on impossible projects.

Michael Dobson (@sidewisethinker), author of Project: Impossible – How the Great Leaders of History Identified, Solved and Accomplished the Seemingly Impossible – and How You Can Too! said in the podcast: Well, to be honest one of the things, if it hasn't happened in your career yet, I'm saying this to the audience. I'm sure you've been there. If you haven't been given a project that is sort of absurdly impossible on the face of it, well, you haven't been around for a very long time. Impossible projects in any field in any discipline, well, this is just one of those little situations in life that sooner or later we are all confronted with for better or worse. Win, lose or draw, we all have to face it. MICHAEL SINGER DOBSON is a marketing executive, project management consultant and nationally-known speaker. He has been a staff member of the Smithsonian National Air and Space Museum, award-winning game designer, and career counselor in his varied career. My favorite book of Michael’s, out of twenty or so he wrote, is Creative Project Management. You can find Michael on Twitter @sidewisethinker or his main website sidewiseinsights.com .Listen to the rest of the conversation on impossible projects.

Robert B. Camp holds a bachelor of science degree in engineering from the United States Military Academy, West Point, New York, and a master of business administration from Franklin Pierce University, Rindge, New Hampshire. Robert spent almost 20 years of his career working for Mobil and Lockheed Martin. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He is a board member of the Association for Manufacturing Excellence and the author of Go and See: A Journey about Getting to Lean, and most recently Sustainable Lean: The Story of a Cultural Transformation. In the podcast, Robert discusses a particular area that I thought brought out a very clear message. When you are talking culture and transformation, you cannot hire someone else to come in and do your work. An excerpt from the podcast: Robert Camp: The problem is, they're unsustainable, unless, leadership with the organization agrees that they're going to change. I make a point of referencing that in my book, early in the book, the protagonist, Jim, who is a plant manager is talking to a consultant that he's heard at a gathering, and he approaches him afterwards. Jim approaches the consultant afterwards and says: "I hired these external consultants to come in and we did great. They did better than they even promised me they would do. Then, I was pressured by corporate to cut off the contract, and in the two years since, things seemed to have drifted back to where they had been". Frank, the external consultant, says to him: "What you did wrong was you entrusted the transformation to somebody else. Unless, you are willing to lead it, it's not going to be sustainable". I think, therein lies half of the answer that A is got to be led by the leaders of the organization. The second piece to that is by leading they literally get out front which means they need to understand Lean as well as anybody else and they actually have to drive the transformation. They can't hire somebody to come in and do that for them.

Robert B. Camp holds a bachelor of science degree in engineering from the United States Military Academy, West Point, New York, and a master of business administration from Franklin Pierce University, Rindge, New Hampshire. Robert spent almost 20 years of his career working for Mobil and Lockheed Martin. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He is a board member of the Association for Manufacturing Excellence and the author of Go and See: A Journey about Getting to Lean, and most recently Sustainable Lean: The Story of a Cultural Transformation. In the podcast, Robert discusses a particular area that I thought brought out a very clear message. When you are talking culture and transformation, you cannot hire someone else to come in and do your work. An excerpt from the podcast: Robert Camp: The problem is, they're unsustainable, unless, leadership with the organization agrees that they're going to change. I make a point of referencing that in my book, early in the book, the protagonist, Jim, who is a plant manager is talking to a consultant that he's heard at a gathering, and he approaches him afterwards. Jim approaches the consultant afterwards and says: "I hired these external consultants to come in and we did great. They did better than they even promised me they would do. Then, I was pressured by corporate to cut off the contract, and in the two years since, things seemed to have drifted back to where they had been". Frank, the external consultant, says to him: "What you did wrong was you entrusted the transformation to somebody else. Unless, you are willing to lead it, it's not going to be sustainable". I think, therein lies half of the answer that A is got to be led by the leaders of the organization. The second piece to that is by leading they literally get out front which means they need to understand Lean as well as anybody else and they actually have to drive the transformation. They can't hire somebody to come in and do that for them.

Robert B. Camp holds a bachelor of science degree in engineering from the United States Military Academy, West Point, New York, and a master of business administration from Franklin Pierce University, Rindge, New Hampshire. Robert spent almost 20 years of his career working for Mobil and Lockheed Martin. Throughout his career, he has performed roles that have drawn heavily on his increasing body of Lean knowledge and experience. He is a board member of the Association for Manufacturing Excellence and the author of Go and See: A Journey about Getting to Lean, and most recently Sustainable Lean: The Story of a Cultural Transformation. In the podcast, Robert discusses a particular area that I thought brought out a very clear message. When you are talking culture and transformation, you cannot hire someone else to come in and do your work. An excerpt from the podcast: Robert Camp: The problem is, they're unsustainable, unless, leadership with the organization agrees that they're going to change. I make a point of referencing that in my book, early in the book, the protagonist, Jim, who is a plant manager is talking to a consultant that he's heard at a gathering, and he approaches him afterwards. Jim approaches the consultant afterwards and says: "I hired these external consultants to come in and we did great. They did better than they even promised me they would do. Then, I was pressured by corporate to cut off the contract, and in the two years since, things seemed to have drifted back to where they had been". Frank, the external consultant, says to him: "What you did wrong was you entrusted the transformation to somebody else. Unless, you are willing to lead it, it's not going to be sustainable". I think, therein lies half of the answer that A is got to be led by the leaders of the organization. The second piece to that is by leading they literally get out front which means they need to understand Lean as well as anybody else and they actually have to drive the transformation. They can't hire somebody to come in and do that for them.