Month: April 2019

Editor’s note: This guest post is a part of our latest initiative to demystify design and find the best brand designers and agencies in the world who work with early-stage companies — nominate a talented brand designer you’ve worked with.

Chances are you’ve heard one or more of the following statements at work (or some flavor of them):

• “We’re an engineering-driven company.”
• “We’re a product-driven company.”
• “We’re a design-driven company.”

While at first glance the statements above may seem innocuous, what they really imply is a power dynamic where a particular perspective carries more weight and influence in decision-making than others. How did it get that way in the first place? Was the founder a PM in a previous company? Did the first hires all happen to be engineers? Or does the most vocal person happen to be from a particular discipline? These are some examples of how biases get institutionalized. They can get seeded early and compound over time, or happen quickly as new leaders get installed as the company grows.

Whether intentional or not, these imbalances can disempower other disciplines, create fiefdoms, and erode trust between colleagues. Over time, these divisions kill productivity and quality. Internal factions waste valuable time and energy jockeying for influence and control, while the product gets fragmented and confusing for users.

On the flip side, when disciplines and teams are aligned there is less value placed on which person or discipline “made the call.” Over time, teams move quickly, learn together, get through iteration cycles effortlessly, spend more time producing high-quality results that reach users, and less time infighting. It’s like being in a state of flow, but for teams. So what is it that these high-performing teams align on? You’ve probably heard it before, but it’s worth unpacking:

The user.

Ideally, the most important driver of decisions isn’t one person or discipline in your organization—it should be your user. Your job is to help them navigate. Everyone building the product or making decisions about it, regardless of discipline, should understand who they’re building for, and why what they’re doing is contributing to improving that user’s experience.

User-centric thinking is the hallmark of the world-class companies because they love and obsess about you—the user. Amazon calls this customer obsession. Ideo calls this human-centered design. During my time at Pinterest, the most important company value was to “Put Pinners first.”

By focusing on serving the user, it removes the pressure on any individual or discipline to always make the right call. Focusing on what is right for the user, rather than who is right removes ego from the equation. Users ultimately decide anyway—they vote with their behavior and attitudes.

Serving your users better is a goal with no finish line. Understand that the decisions you make will sometimes improve their experiences and sometimes degrade them. Nobody has 100% hit rate, and nobody can predict the future with complete certainty. In a culture of good decision-making, the goal isn’t to get any single decision exactly right (although that’s always nice), but to make consistently good (and better) decisions over time, especially the important ones.

So how do you get your company oriented around users? Consider three important factors: (1) people with the right mindset, (2) an approach to balanced decision-making that starts with users, and (3) the mechanics and properties of high-quality decisions.

1. Identify and empower T-shaped people

Differences in opinion are inevitable. But in order to have consistently productive discussions, debates, disagreements, and ultimately decisions, you’ll need T-shaped people. A T-shaped person refers to someone who has a deep domain expertise in at least one field (the depth of their T), as well as a strong ability to collaborate with people across other areas of expertise (the breadth of their T). Here’s some examples of T-shaped people, who might also happen to make a strong team:

T-shaped people tend to be the best teammates—they have deep knowledge that they are willing to share and explain to their counterparts, as well as a built-in curiosity that welcomes new perspectives. This is especially important in leadership and decision-making roles. What’s more, their curiosity and empathy doesn’t just apply to their colleagues, it naturally extends to users.

What T-shaped people realize is that no single person or discipline is more important than the other, nor should they strive to be. Sure, there are moments where one’s expertise makes their input more credible, but It’s how their collective talents serve the user that ultimately matter most. People (and hopefully T-shaped people) are the most basic ingredients of your culture. Choose wisely.

Ways to identify T-shaped people

• Look for curiosity and empathy. Top quality execution and results are a given, but don’t stop looking there. What was the user problem they were trying to solve? How did they arrived at that solution? What were the insights that led them to take their projects in a particular direction? What promising directions did they decide not to pursue, and why? Were they involved in research and understanding the users? Can they clearly articulate the needs of the customer? Does it feel like they know them intimately and care?
• Look for humility. On projects, what assumptions did they make that were completely wrong? How did the user or other disciplines show them a different and valuable perspective? Do they share the credit? Did they help others succeed? Individual talent is important, but building great products is a team sport.

2. Make balanced decisions that start with users

User-centered (aka customer-centric, human-centered) thinking is a way of framing problems with a clear starting point: understanding and empathizing with user needs. If T-shaped people are your basic ingredients, then the user-centered thinking is a recipe—a way to combine and enhance the ingredients to produce amazing results. Here’s what it looks like:

Have your team start by asking “what is the user problem we’re trying to solve?” It’s a deceivingly simple focusing mechanism. It may take some rigorous debate to align on the right problem, but once that happens, decisions from all disciplines have a clear tie back to driving user value first—making the product faster, cheaper, more efficient, more delightful, easier to understand—then orienting their collective effort around providing that value.

Less user-centric teams will do the opposite: look for ways to make their own work easier or more efficient, look to optimize their own sub-team metrics, or satisfy their own personal curiosities—and leave the user to orient themselves around their organizational efficiencies. If you’ve ever felt a broken sign-up flow or confusing onboarding experience, then you know what I’m talking about.

While user-centric thinking starts with users, no single lens is more important than the others. It’s entirely possible to satisfy a user completely, while simultaneously killing your business. That’s not a good decision. Or you could dream up amazing ways to delight your user, but in ways that aren’t achievable with today’s technology—that’s no good either. The overlap of  perspectives is what leads to effective decisions and great solutions. T-shaped decision-makers will know how to make those appropriate tradeoffs.

3. Make high-quality decisions

Evaluating decisions through multiple lenses is important to getting to consistently good, balanced decisions over time. What decision best satisfies your user’s needs, is good for the business (overall, not just for your sub-team or business unit), and technically sound? The overlap is where high-quality decisions are born. But there are additional mechanics and properties that make decisions high-quality.

In my experience, high-quality product decisions are:

• User-centric. First and foremost, rooted in understanding and serving user needs. Not just listening to what users say or watching what they do, but understanding how they think and feel.
• Considered. They proactively seek input from, and communicate with, relevant stakeholders and examine the possibilities through multiple lenses before making decisions. They anticipate immediate effects, but also secondary and tertiary effects as well.
• Balanced. It’s good for the user, good for the business overall, and technically sound.
• Timely. They don’t take too long, but they aren’t made in haste either.
• Calculated. It’s important to take risks, but don’t bet the farm unless it’s absolutely necessary. Start small and learn. Double down when it works, readjust when it doesn’t.
• Communicated before action. They are stated as clearly as possible up-front, before taking action. Their rationale is shared, citing intended effects and flagging major risks.
• Humble. Good decisions focus on what is right, not who is right. They embrace failure as part of the process, so long as there is valuable learning. For example, a decision may yield a learning that helps you not to pursue a particular direction, saving valuable time and effort.
• Monitored. They are tracked closely to manage both positive and negative effects.
• Shared broadly. Their results and learnings are examined and shared broadly (and especially with affected parties), whether results are good or bad; intended or unintended—giving future decisions a stronger starting point.

The case for culture

Very few companies, and even fewer startups, stand the test of time. Products and services today are all dynamic, and expected to evolve with the changing landscape of fickle users and emerging technologies. With limited time and resources, I can already hear people saying, “this seems like a lot of work” and ask, “can we really afford to invest this much thought and energy into culture?”

The bottom line is building great products is hard work. And it’s work that never ends, if you’re doing it well. Over time, your product will morph in small and big ways with each new version, to the point where it may be unrecognizable from your starting point. So what will persist, and why? Your culture—the people, their shared attitudes, values, goals, practices, and decisions—will determine that. So isn’t that worth investing in as much as the product itself? In the end, they’re one in the same.

Source: Tech Crunch

Bumble is the latest digital brand to try to extend its reach through a print publication. The dating app maker today announced the launch of Bumble Mag, a lifestyle publication it produced in partnership with Hearst that offers stories and advice about dating, careers, friendship and more to Bumble’s over 50 million users.

On the cover of the 100-page premiere issue is Lauren Chan, a fashion entrepreneur behind the plus-size workwear line called Henning.

Inside, the magazine is organized into four sections that align with the Bumble app’s different modes: “You First,” “You + BFFs,” “You + Dating” and “You + Bizz.” Here, readers will find celebrity interviews, features, advice, product guides, “daily mantras,” and more.

Contributors in this month’s debut issue include Bumble advisor and the star of the brand’s first Super Bowl campaign, Serena Williams; writers, actresses and Bumble Creative Directors Erin and Sara Foster; Man Repeller founder Leandra Medine; jewelry designer Jennifer Meyer; and Away luggage co-founder Jen Rubio.

A digital brand taking to print is no longer a unique occurence.

Airbnb has Airbnb Magazine, which arrives in the mail; Unilever’s Dollar Shave Club runs Mel Magazine; mattress brand Casper created Woolly Magazine in partnership with McSweeney’s; luggage brand Away has Here Magazine; Uber has rolled out several print magazines, including Vehicle, Arriving Now, and Momentum; and even Facebook launched a print magazine, Grow, aimed at business leaders.

For Bumble, the magazine offers the company a way to introduce its brand to new customers as well as extend its relationship with existing users out in the real world. This is part of Bumble’s larger efforts in developing an offline component to its business. The company also runs pop-ups, hosts events, and has spoken of plans to launch more physical locations – “Hives,” in Bumble lingo – sometime this year.

These moves also speak to Bumble’s aspiration to be more than just another dating app and Tinder rival.

The company instead wants to be known more broadly as a women-centric lifestyle brand where its users can network online and off, in all aspects of their lives – not just dating. For example, its Bumble BFF service helps women make new friends, while Bumble Bizz  is focused on business networking.

The company says the new magazine will be distributed by its 3,000+ brand ambassadors – marketers and event hosts who work with Bumble to promote its brand. Users can also request a free copy of the first issue within the app.

For Hearst, print efforts from online brands like Bumble represent a new line of business at a time when print is being challenged by digital solutions, like Kindle Unlimited or Apple News+, which are trying to transition print magazine subscribers to go digital-only.

“Bumble is at the forefront of inspiring women to make connections and take initiative in all aspects of their lives with its positive message of empowerment,” said HearstMade Editorial Director, Brett Hill, in a statement. “The magazine is a perfect example of how HearstMade is changing the face of custom publishing with hyper-targeted content that reflects the brand’s ethos in the most authentic way.”

Bumble Mag becomes available nationwide on Friday, April 5, says Bumble.

Source: Tech Crunch

Snap is unlocking a new revenue stream while giving you something to do in between chats and Stories. Today Snapchat debuts its Snap Games platform that lets you play real-time, multiplayer games while texting and talking with your friends. The platform is based off Snap’s secret late-2017 acquisition of PrettyGreat, an Australian game studio with talent from HalfBrick which built Fruit Ninja. That team built Bitmoji Party, a Mario Party-style mini-game fest, to show off the platform that includes five games from developers like Zynga and ZeptoLab. The games are rolling out worldwide on iOS and Android starting today.

To monetize the platform, Snapchat will let users opt in to watching six-second unskippable commercials that reward them with a power up or bonus in-game currency. Snapchat will share revenue from the ads with developers, though it refused to specify the split. It could be a little weird watching ads to more easily beat your friends. But down the line it’s easy to imagine Snapchat selling cosmetic upgrades via in-app purchases akin to Fortnite.

Snap announced the new Snap Games platform at its first-ever press event, the Snap Partner Summit in Los Angeles where it also announced an augmented reality utility platform called Scan, an ads network, and a way to put its Stories in other apps. “We wanted to build something that makes us feel like we’re playing a board game with a family of over a long holiday weekend. Something that makes us feel like we’re sitting with friends, controllers in hand, looking at the same screen” says Snap’s head of gaming Will Wu. The Information’s Tom Dotan and Amir Efrati first reported Snap was building a gaming platform and Cheddar’s Alex Heath reported it would end up launching today.

Snap Games could be considered a real-time spin on Facebook Messenger’s Instant Games platform, which has focused on porting well-known asynchronous games like Pac-Man and other arcade titles to HTML5 . Similarly, Snap Games don’t have to be downloaded separately as they’re piped in from the web. Users can browse available games by tapping a new rocket ship button in the chat bar.

With Bitmoji Party, your avatar competes with up to 7 friends simultaneously in a series of mini games where you have to stay balanced on a giant record as a DJ scratches it, or avoid getting knocked in the pool. You can also have another 24 friends spectate and rotate in. Winners earn coins they can use to buy dances to stunt on their competition. And with an ever-present chat bar, users can use text or voice to talk trash.

Rather than port in known IP, Snap recruited developers to build games exclusively for its vertical, real-time multiplayer format. Those include:

• Alphabear Hustle from SpryFox – a fast-paced word puzzler
• C.A.T.S. (Crash Arena Turbo Stars) Drift Race from ZeptoLab – a cutesy racing game
• Snake Squad from Game Closure – a reimagining of the classic Snake game set in outer space
• Tiny Royale from Zynga – a top-down battle royale shooter game that feels like a Game Boy version of Fortnite  top-down battle royale game
• Zombie Rescue Squad from PikPok – A zombie shooter

Snapchat’s partner games (from left): Tiny Royale, Snake Squad, C.A.T.S. Drift Race

Snap’s game platform has huge potential to boost time spent in the app and the ads views that generates because gaming is perfect for its demographic. “In the United States, Snapchat now reaches nearly 75 percent of all 13-34 year-olds, and we reach 90 percent of 13-24 year-olds. In fact, we reach more 13-24 year-olds than Facebook or Instagram in the United States, the UK, France, Canada, and Australia” Snap CEO Evan Spiegel revealed today. This is the age group with the free time and dense social graphs to make use of multiplayer real-time games.

The big question is whether Snap’s reward-incentivized video ad views will generate enough cash to keep developers coming to the platform. If not, a limited line of titles could get old quick. Snap has entirely avoided in-app purchases since shutting down its Lens Store in early 2016. There’s understandable concerns that kids could rack up huge bills on their parents’ credit cards. But given how Fortnite has normalized paying for no-utility cosmetic upgrades for this same demographic, with the right controls Snapchat could do the same to make itself and its partners a lot more money. And given you’re always playing with your friends, not strangers, there’s an even deeper urge to buy funny costumes and dances to impress them.

Snapchat’s overarching strategy right now is to build an orbit of time-wasters surrounding chat. What began with Stories now includes Discover publications, premium Shows, augmented reality toys, and now games. It may never become a favorite with the 35+ age group. But since messaging is the top mobile behavior, Snap can use it to keep people coming back and then distract them while they’re waiting for a reply or need a social alternative to small talk.

Source: Tech Crunch

Snapchat’s found an answer to the revenue problem stemming from its halted growth: it will show its ads in other apps with the launch of Snapchat Ad Kit and the Snapchat Audience Network. And rather than watching as other apps spin up their own knock-off versions of its camera and Stories, it will let apps like Tinder and Houseparty host Stories inside their own products that users can share to from the Snapchat camera with Stories Kit. They’ll both be launching later this year, and developers interested in monetization and engagement help can apply for access.

Snapchat debuted the big new additions to its Snap Kit at its first-ever press event in Los Angeles, the Snap Partner Summit where it also announced a new augmented reality utility platform called Scan, and its new multiplayer games platform. Over 200 apps have already integrated the privacy-safe Snap Kit that lets users login to other apps with Snapchat, bring their Bitmoji, view Our Stories content, and share stickers back to Snapchat.

But later this year, developers will be able to earn money off of Snap Kit with Ad Kit. Developers will integrate Snapchat’s SDK, and then Snap’s advertisers will be able to extend their ad buys to reach both Snapchat users and non-users in other apps. Snapchat will split the ad revenue with developers, but refused to hint at what the divide will be, as it’s still gauging developer interest. The move is straight out of Facebook’s playbook, essentially copying the functionality and name of Facebook’s Audience Network.

There are still big questions about exactly how Snapchat will reach and track ad views of non-users, and how it will be able to provide brands with the analytics they need while maintaining user privacy. But simply by making Snapchat’s somewhat proprietary vertical vdieo ad units reusable elsewhere, it could prove it has a scale to be worth advertisers’ time. The lack of scale has often scared buyers away from Snapchat. But now Snap CEO Evan Spiegel says that “In the United States, Snapchat now reaches nearly 75 percent of all 13-34 year-olds, and we reach 90 percent of 13-24 year-olds. In fact, we reach more 13-24 year-olds than Facebook or Instagram in the United States, the UK, France, Canada, and Australia.”

To keep those users engaged even outside of Snapchat, it’s adding App Stories through Story Kit. Snapchat users will see an option to share to integrated apps after they create a photo or video. Those Stories will then appear in custom places in other apps. You’ll see Snaps injected alongside people’s photos when you’re browsing potential matches in Tinder. You can see what friends on group chat social network Houseparty are doing when they not on the app. And you can see video recommendations from explorers on AdventureAide.

For now, Snapchat won’t run ads between Stories in other apps, but that’s always a possibility. We’ll have to see how long it takes Instagram and Facebook to try to copy Stories Kit and distribute its own to other apps.

Snap also has some other fun new integrations and big name partnerships. Bitmoji Kit will bring your personalized avatar off your phone and onto FitBit’s smart watches and Venmo transactions. Netflix will let you share preview images (but not trailers) from its shows to your Snapchat Story. A new publisher sharing button for the web will let you share articles from the Washington Post and others to your Story.

By colonizing other apps with its experience, Snapchat decreases the need for them to copy it. Instead they get the original, and a lot less development work. And the platform makes your Snapchat account more valuable around the web. These integrations might not grow Snapchat too much, but it could help it keep its existing users happy and squeeze more cash out of them.

Source: Tech Crunch

We profiled HyperSciences in February, when the team had just successfully completed a launch milestone for a small business grant with NASA. The last time we checked in, the hypersonic drilling company had raised about $5 million as part of an untraditional Reg A offering. By the end of March, HyperSciences rounded out its first major round with $9.6 million from 3,552 individual investors on SeedInvest in the equity crowdfunding platform’s second largest raise to date.

The heart of HyperSciences’ work is its hypersonic propulsion system that can fire a projectile at five times the speed of sound. At its most simplistic, HyperSciences’ hypersonic engine can fire upward to power suborbital space launches (HyperDrone) and point downward to penetrate deep pockets of geothermal energy, for example (HyperDrill).

Rather than going the normal venture capital route, HyperSciences decided to raise from normal people who believed in its vision. The way the company sees it, traditional VC would have likely forced HyperSciences to narrow its mission.

“Reg A lets everyone who cares about our planned hypersonic future vote with their checkbook,” HyperSciences founder and CEO Mark Russell told TechCrunch. “I think that’s important.” Russell comes from a family-run mining business and is no stranger to the challenges of a public company.

“I’ve learned a lot from running ops in the back offices,” Russell said. “Based on our public company experiences, we do like that the SEC Reg A process has a clear path to taking your company to the public markets as the next step in the process.”

With infusions of $125,000 from NASA’s Small Business Innovation Research grant and $1 million form Shell’s Global’s GameChanger program, HyperSciences is happy to bounce between research grants with a boost from the Reg A’s special form of “mini-IPO” in order to maintain its autonomy for the time being.

Russell explained that the Reg A’s intensive SEC process requires a fair level of maturity from a company — and enough capital to jump through all the hurdles. “You’re not typically a seller of t-shirts in Reg A crowd financing,” Russell said.

HyperSciences’ next milestone will come in May when the company will demo its drilling tech in a field test for Shell. The company plans to leverage its new funding for additional future field testing, pushing its existing business plan forward and moving toward sustainability.

“Our investors are more like smart ‘crowd VCs.’ They’re generally are pretty savvy and see that we went through a stringent process to get here,” Russell said. “We’ve provided them with enough information to make a great decision.”

Source: Tech Crunch

AirPods are far and away the leader in the world of fully wireless earbuds. New numbers out this week give Apple’s headphones a commanding 60 percent of the market, and a second-gen release is likely to help the company maintain its top position.

But Apple’s got a lot of competition these days, like a solid new offering from Samsung. And its latest competition is coming from inside the house. Apple-owned Beats have been inching toward a fully wireless solution, finally announcing the Powerbeats Pro this week.

At $250, they’re not cheap. That’s $50 more than AirPods 2. They do feature much of the same functionality provided by Apple’s H1 chip, including quick syncing and “Hey Siri” functionality. That’s part of the benefit of working alongside the Apple development team.

The earbuds are decidedly less minimalist than AirPods, with generally more plastic, including over-ear hooks. But if the original AirPods taught us anything, it’s that earbud beauty is most certainly in the eye (or ear) of the beholder.

The buds do score points on several counts, however. Battery life is a biggie. Huge, even. Beats is promising a stellar nine hours of listening time with the buds themselves and a full 24 hours when combined with the admittedly large carrying case.

The headphones also apparently sport better sound and, the biggest point of all, are more comfortable. Personally, I’ve never had an issue with AirPods’ fit, but I recognize that the hard plastic is a lot more unforgiving with various ear sizes than a silicon tip.

The new buds are due out next month through Apple’s usual retail channels. We’ll be sharing our hands-on feedback soon.

Source: Tech Crunch

Mobileye, the Israeli-based automotive sensor company acquired by Intel in 2017for $15.3 billion, is one of the companies at the center of the emerging world of autonomous vehicle technology.

We’re excited to announce co-founder, president and CEO of Mobileye Amnon Shashua — who also is a senior vice president at Intel — will participate in TechCrunch’s inaugural TC Sessions: Mobility, a one-day event on July 10, 2019 in San Jose, Calif., that is centered around the future of mobility and transportation.

Shashua, who holds the Sachs chair in computer science at the Hebrew University of Jerusalem, co-founded Mobileye in 1999. He has published more than 120 papers in the field of machine learning and computational vision, holds more than 45 patents, and has founded three startups in the fields of computer vision and machine learning in his career.

Mobileye’s vision chips and software interprets data from a camera to anticipate possible collisions with cars, people, and other objects. These computer vision chips, which are in advanced driver assistance systems (ADAS), are used by at least two dozen automakers, including Audi and BMW. Today, more than 30 million vehicles have Mobileye technology.

These days, Mobileye is working on more than just ADAS. The company plans to launch an autonomous vehicle platform in 2021.

Shashua’s vision for the company and future cities also includes using Mobileye sensors for mapping as well. In his view, using maps can improve operations between businesses and cities, which will in turn, help bring us closer to the realization of smart cities and safer roads.

The company announced at CES 2019 that it reached an agreement with Ordnance Survey to help the U.K. mapping agency bring high-precision location data to businesses in the country. Under the agreement, Mobileye’s sensors will be retrofitted onto Ordnance’s utility fleets to collect volumes of location data on road networks and roadside infrastructure. The collected data is then cross-referenced with existing geospatial data sets to develop accurate maps of Britain’s roads and surrounding areas.

TC Sessions: Mobility will present a day of programming with the best and brightest founders, investors and technologists who are determined to inventing a future Henry Ford might never have imagined. In case you missed it, Nuro  co-founder and CEO Dave Ferguson was our first announced guest for TC Sessions: Mobility.

TC Sessions: Mobility aims to do more than highlight the next new thing. We’ll dig into the how and why, the cost and impact to cities, people and companies, as well as the numerous challenges that lie along the way, from technological and regulatory to capital and consumer pressures.

Early-Bird tickets are now on sale — save $100 on tickets before prices go up.

Students, you can grab your tickets for just $45.

Source: Tech Crunch

That’s it for Google+, Google’s failed social network that once tried to take on Facebook and Twitter. As scheduled, the company has now started deleting user accounts and their data.

Chances are, you’re not going to feel all that sad about the end of Google+ since you probably haven’t used it for years. But if you’re feeling a bit nostalgic, here’s a little chronology of some of our coverage over the years.

2011

2012

2013

2014

2015

2016

2018

Source: Tech Crunch