Jim Cooper

“When companies do not understand their customers’ or users’ problems well, they cannot possibly define value for them. Instead of doing the work to learn this information about customers, they create a proxy that is easy to measure. “Value” becomes the quantity of features that are delivered, and, as a result, the number of features shipped becomes the primary metric of success.”
― Melissa Perri, Escaping the Build Trap: How Effective Product Management Creates Real Value

“The slow cancellation of the future has been accompanied by a deflation of expectations. There can be few who believe that in the coming year a record as great as, say, the Stooges’ Funhouse or Sly Stone’s There’s A Riot Goin’ On will be released. Still less do we expect the kind of ruptures brought about by The Beatles or disco. The feeling of belatedness, of living after the gold rush, is as omnipresent as it is disavowed. Compare the fallow terrain of the current moment with the fecundity of previous periods and you will quickly be accused of ‘nostalgia’. But the reliance of current artists on styles that were established long ago suggests that the current moment is in the grip of a formal nostalgia, of which more shortly.

It is not that nothing happened in the period when the slow cancellation of the future set in. On the contrary, those thirty years has been a time of massive, traumatic change. In the UK, the election of Margaret Thatcher had brought to an end the uneasy compromises of the so-called postwar social consensus. Thatcher’s neoliberal programme in politics was reinforced by a transnational restructuring of the capitalist economy. The shift into so-called Post-Fordism – with globalization, ubiquitous computerization and the casualisation of labour – resulted in a complete transformation in the way that work and leisure were organised. In the last ten to fifteen years, meanwhile, the internet and mobile telecommunications technology have altered the texture of everyday experience beyond all recognition. Yet, perhaps because of all this, there’s an increasing sense that culture has lost the ability to grasp and articulate the present. Or it could be that, in one very important sense, there is no present to grasp and articulate anymore.”
― Mark Fisher, Ghosts of My Life: Writings on Depression, Hauntology and Lost Futures

“Since irregular combatants don’t have the combat power to stand up to government forces in a direct fight, they tend to hide, and thus to rely on cover and concealment. The concealment and protection afforded by complex environments help them avoid detection by security forces, letting them move freely and fight only when and where they choose. For this reason, guerrillas, bandits, and pirates have always flourished in areas where cover was good and government presence was weak. For most of human history, this meant remote, forested, mountainous areas such as the Afghan mountains discussed in the preface. But with the unprecedented level of global urbanization, this pattern is changing, prompting a major shift in the character of conflict. In the future environment of overcrowded, undergoverned, urban, coastal areas—combined with increasingly excellent remote surveillance capabilities (including drones, satellites, and signals intelligence) in remote rural areas—the cover is going to be in the cities.”
― David Kilcullen, Out of the Mountains: The Coming Age of the Urban Guerrilla

“Strategy is a deployable decision-making framework, enabling action to achieve desired outcomes, constrained by current capabilities, coherently aligned to the existing context.”
― Melissa Perri, Escaping the Build Trap: How Effective Product Management Creates Real Value