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Review of Adobe Developer Community
Adobe developer community
Site: http://www.adobe.com/devnet
Top 3 good things:
- The Adobe Community Experts program is a community
based program made up of Adobe customers who share
their product expertise with the world-wide Adobe
community. Adobe community experts agree to be active
contributors to the Adobe world-wide community by:
a) Engaging in peer-to-peer support in the Adobe forums
b) Posting information and technical support in their
favorite online community
c) Writing articles for professional publications
d) Presenting Adobe product presentations at conferences
and user groups
This is a great program to have and provides high
caliber peer-to-peer communication educating and
improving the product skills of Adobe customers
world-wide - Adobe’s Developer Center has samples and tutorials
that contain code and downloadable projects. This is a
great resource for a developer and can be used to
learn how to build complex projects and applications.
For example, in the Adobe Tour Tracker application,
the Adobe Experience Design (XD) team gives race fans
a way to sit back & experience every sprint and turn
throughout the event without having to leave their
chairs. Sports enthusiasts can watch their favorite
events from the comfort of their living rooms - Adobe’s community site has a link to an online store
which makes it easy to shop online for a variety of
products. Moreover, the stores are classified based on
location. So if you’re in Italy, you can shop through
an online store tailormade for the Italian market
Top 3 things to improve:
- Adobe’s bloggers can be rated based on the quality
of their discussions. This would be a great way to
know the reputation of a blogger before delving into
his/her blogs - Adobe labs provides the developer community with
access to pre-release versions of products and
technology in development. It would be great if
developers are invited to test these products. For
example, developers can act as beta testers and
provide valuable feedback that Adobe can use to fix
bugs and improve the quality of these products - Adobe’s community for educators lists case studies.
It would be great if such case studies are provided
for all of Adobe’s communities thus providing valuable
reference points for new developers, customers and
partners
Archives
Creating Artificial Constraints as a Means to Innovation
Many of the entrepreneurs I know have created new innovative startups thanks to real constraints they had. For example, I was hearing AirBnB’s Brian Chesky, on the Corner Office podcast and he mentioned that when he and his cofounder were trying to get some money to get started and the only way to keep afloat was to “rent” their air bed they had in their room. That, then led to Air Bed and Breakfast, which is now AirBnB.
This was a real constraint they had – no money to “eat” so they had to make it happen somehow.
I have heard of many stories of innovation where in the protagonists had real constraints of either financial, technology, supply, demand, economic, social or any number of other characteristics.
The interesting story that I have also recently heard of how Facebook has “pivoted” from being a desktop offering to getting a significant part of their revenue from mobile is how they were given the arbitrary constraint of only accessing Facebook via the mobile phone.
So there are ways that you can create “artificial” constraints to force innovation to happen.
Most larger companies and some smaller ones as well, have to constantly find ways to create artificial constraints – to find a way to innovate and be more be a pioneer.
While some constraints are good – lack of funds at the early stage for example and lack of resources, there are entrepreneurs that are stymied by these constraints and those that will find a way to seek a path to go forward.
I think this is a great way for you to think about innovating in a new space. If you have constraints, find a way to use it to your advantage.
Archives
The Great Mobile App Migration of March 2020
Over the last few weeks as many in the world have been in lockdown, there has been a temporary “mobile app migration” happening. There are new apps downloaded and they replaced existing apps on the “home screen”.
While some of these apps are likely temporary use, for e.g. I have 6 “conferencing apps” – Zoom, Uber Conference, Webex, Google Hangouts, Blue Jeans and Goto Meeting. That is because of the many people I have conference calls with – each company seems to have chosen a different web conference solution.
Other apps seem like they will have staying power – Houseparty, for e.g. which has games, networking and video conferencing all built into one app to keep in touch with friends and relatives.
The apps that have moved away from my “home” screen, which I expect will come back once the crisis will be behind us include – Uber, Lyft and all the airline apps from Delta, Alaska and United.
Archives
Perseverance with the Ability to Pivot on Data: 21 Traits We Look for in Entrepreneurs
There are 5 key inflection points I have noticed which makes founders question their startup, to either make a call to continue working on their startup, pivot to a new problem or quit their startup altogether.
It is at these points that you really get to know the startup founder and their hunger and drive to be successful. I don’t think I can characterize those that choose to quit as “losers” or “quitters” because of many extraneous circumstances, but there is a lot of value that most investors see in entrepreneurs who face an uphill part of their journey to come out on the other side more confident and stronger.
These five inflection points are:
- When you have to get the first customers to use and pay for the product you have built after you have “shipped” an alpha / beta / first version. Entrepreneurs quit because they have not found the product-market-fit – because the customer don’t care about the product, there is no market need, or the product is really poorly built, or a host of other reasons.
- When you have to start to raise the first external round of financing from people you are not familiar with at all. Entrepreneurs quit because while it is hard to get customers and hire people, it is much more harder to get a smaller set of investors to part with their money, if you do not have “traction”, or “the right management team” or a “killer product”.
- When you have to push to break even (financially) and sustain the company to path of being self sufficient. Entrepreneurs quit at this stage because they have now the ability to do multiple things at the same time – grow revenues and manage costs, and many of them like to do one but realize it is hard to do that without affecting the other. So, rather than feel stuck they decide to quit.
- When you have to scale and grow faster that the competition – which might mean to hire faster, to get more customers, to drive more sales, or to completely rethink their problem statement and devise new ways to grow faster. Entrepreneurs quit at this point because they are consumed by the magnitude of the problem. They overassess the impact the competition will have on their company, give them too much credit or focus way too much on the competitors, thereby driving their company to the ground.
- At any point in the journey, when the founders lose the passion, vision or the drive to succeed. Entrepreneurs quit a these points because they have challenges with their co founder, they don’t agree with the direction they have to take, or encounter the “grass is greener on the other side” syndrome.
While I have observed many entrepreneurs at these stages at discrete points in time, I have also had the opportunity to observe some entrepreneurs in the continuum, and I am going to give you my observations on 3 of the many folks I have known, who, have quit.
One went back to college to finish his MBA after getting a running business to a point of near breakeven, another found the business much harder than he originally thought he would and got a job at a larger company and the third was just unable to have the drive to go past 11 “no’s”‘ from angel investors.
Over the last 8 years, if I look at my deeper interactions with over 90 entrepreneurs, who I would have spent at least 100+ hours each, I would say that of the 24 people that are not longer in their startup, the one thing that stands out among the ones that persevere is that it is not “passion” or “vision” at all.
It is the inherent belief that they are solving a problem that they believe is their “calling”. They also don’t believe that there is any other problem that’s worth solving as much, even though there may be easier ways to make money.
So most of my questions of entrepreneurs to test whether they will pivot or quit are around why they want to solve this problem (which I am looking to see if they know enough about in the first place) versus any other one.
The answer to that question is the best indicator I have found to be the difference between the pivots, the leavers and the rest.
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