With reflection & reading, I've realized that I've pretty much always IMPLICITLY taken a systems approach to technology. I've been trying to frame what I like/do more EXPLICITLY in systems language ("finding points of leverage for tech")—but it's kludgy. Thoughts on what works?
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For example, applying tech as... - A wedge on business process/operations - A shim to make (non-digital) user experience measurable and legible [increase user voice] - Coordination/collective action through friction reduction+better acquisition More on point, but confusing.
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Replying to @allafarce
I find that the most difficult thing to explain about a systems approach is the effect of time scales. Most folks live in short-run product environments (that's how the incentives are structured, in part, because that's what's easy to measure)...and they can't see the beyond.
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Replying to @slightlylate
How does the systems side of it get operationalized? In "strategy"? Something else? What language works, and with whom?
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Replying to @allafarce
The thing about focusing on strategy is how often you recognize that most organisations *don't have one*. Almost every organisation is just doing what it did that worked that one time, learning through pain.
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Replying to @slightlylate @allafarce
"who are your users/customers?" is such a tell. Most orgs don't know *where* they're playing, let alone what the game is or what their advantages are.
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Replying to @slightlylate @allafarce
I find that most companies with an answer to "who are your users" give demographic answers to that question, ("women and girls aged 15-25") which is an approach, certainly, but I don't think any less of a company for not being demographically targeted.
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If most PMs were able to confidently me about their demographics and the constraints they imply, I'd be *ecstatic*.
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