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Done.

done

By , Professional Scrum Trainer, Simon Reindl Scrum.org The purpose of Scrum is to create a potentially releasable Done product Increment, in order to realize business value. Many teams struggle in improving their Definition of Done. The technique described here allows for greater transparency on where the Definition of Done is, and what are the next steps. The intent is to provide a structure for the teams to reflect, and then build a plan on what to introduce to improve the quality of their product Increment. This could be run during a Sprint Retrospective, before starting a team, or at any time during a Sprint. Draw three nested triangles on a whiteboard or flip chart, as show in the image below. Label the centre rectangle “Now”, the middle rectangle “Next”, and the outer rectangle “Future”. Use this to guide the team. I like using colors to emphasize the green future! Invite the Scrum Team to build a path to a more rigorous definition of Done, that would mean that the product Increment can be released with no further work. Generation The team brainstorms everything they would want to be part of the DoD, assuming they can do anything. This should include anything at all, without any constraints or boundaries. Individually team members write each item on a separate post-it and place all of the them on the wall beside the rectangle. Now The Team collectively moves the items they believe they are meeting into the space labelled “Now.” As a team they need to agree that the items in there are what the team are currently doing, or capable of doing in the next Sprint. Everything in this list should reflect current working practices. Typical examples include, checked in code, all unit tests passing, peer review. It is critical to highlight that the team will be held accountable to this definition, in the next Sprint. Next Do the same for the space labelled “Next”. This will consist of items that the team could add to their definition of Done in the short term. These may require a little research, practice or change in behavior. This isn’t about planning when to do them, more an indication of intent. Typical examples include: pair programming, Test Driven Development, automated UI testing, automated deployment to an environment. There is a reason that the team hasn’t been able to put these in their current definition, as they require some work and effort or purchases to be able to achieve. Future Do the same for the space labelled “Future”. This will be the items that require significant investment of time, energy and materials to be able to accomplish. This may require purchase of equipment or tools, negotiation to use tools within a tightly controlled environment, or significant changes to team practices. These aspects are the more challenging to achieve. The team updates their definition of “Done” to include the “Now” items. The items may need to be broken down for more granularity or re-worded for more clarity. I would encourage you to complete this now, so that you have a clear definition of Done agreed. The remaining items can then be ordered in to a rough backlog. These are then captured as actions so that the entire team has transparency around what they are going to include next. The rate at which you pull these into your definition of Done will be dependent on the what the Scrum team can accommodate. It is critical that everyone appreciates that this will improve the outcomes of the whole organization. Done is central to transparency, and having a Done increment that can be released is the key indicator of an effective Scrum Team. To get to this place, requires effort and focus. The whole team and their stakeholders need to support a ruthless focus on quality, to achieve this value. A real example of how an organization embraced this, and reaped the rewards is the fashion retailer ASOS. Read about their story here: . I was fortunate enough to be there for part of their journey, and the effort to achieve the high levels of flow were significant, however the efforts repaid the organization in being able to support exponential growth. https://www.slideshare.net/WinOpsConf/ian-margetts-asos-journey-to-continuous-deployment Originally published at www.advancedproductdelivery.com on March 1, 2019.

Improving your Definition of Done

What Capitalists Got Wrong About the 'Future of Education,' And What They Should Have Done Instead

Τι έκαναν λάθος οι καπιταλιστές σχετικά με το «μέλλον της εκπαίδευσης» και τι έπρεπε να κάνουν αντ 'αυτού

Lo que los capitalistas se equivocaron sobre el «futuro de la educación» y lo que deberían haber hecho en su lugar

Što su kapitalisti pogriješili u vezi s 'budućnošću obrazovanja' i što su trebali učiniti umjesto toga

Ki sa kapitalis yo te fè mal sou 'lavni edikasyon an,' ak sa yo ta dwe fè pito

資本家が「教育の未来」について何を間違えたのか、そして代わりに何をすべきだったのか

«Білім берудің болашағы» туралы капиталистер не қателесті және оның орнына не істеу керек еді

Ką kapitalistai suklydo dėl „švietimo ateities“ ir ką jie turėjo padaryti vietoj to

Капиталистууд "боловсролын ирээдүй"-ийн талаар юу буруу хийсэн бэ, үүний оронд юу хийх ёстой байсан бэ?

Imakunatan Kapitalistakuna pantarqanku ‘Educacionpa hamuq pachanmanta’, hinallataq imakunatan ruwananku karqan chaypa rantinpi

Ce au greșit capitaliștii cu privire la „viitorul educației” și ce ar fi trebuit să facă ei în schimb

ርእሰማላውያን ብዛዕባ ‘መጻኢ ትምህርቲ’ እንታይ ተጋግዮም፡ ኣብ ክንድኡ ድማ እንታይ ክገብሩ ነይርዎም

Kapitalistlar "Ta'lim kelajagi" haqida nima xato qilishdi va ular o'rniga nima qilishlari kerak edi

Even if they weren’t designed to offer profits, cryptocurrencies could be a great tool just for that. Not only are there professional traders around, but also entire platforms and methods that indeed have been built for it or that have been imported from traditional finances to apply here as well. Arbitrage is one of those methods. In traditional investments, this is the practice of taking advantage of price differences for the same asset in different markets. For example, if a company stock is cheaper on one exchange and more expensive on another, an arbitrage trader would buy the stock at the lower price and immediately sell it at the higher price to make a profit. This process helps keep prices consistent across markets and is considered a low-risk trading strategy because it involves buying and selling almost simultaneously. We can sum up this concept into a tidbit: buy low, sell high —as quickly as you can. Of course, it also applies to cryptocurrencies. Traders (or anyone, really) buy a certain cryptocurrency or token at a lower price on one exchange (centralized or decentralized) and then sell it at a higher price on another, profiting from the price discrepancy. How does arbitrage work in crypto? Cryptocurrency prices can vary between exchanges due to factors like differences in liquidity, trading volume, and regional demand. For example, if one exchange has fewer buyers or sellers for a particular coin, the price might be slightly lower or higher than on another exchange with more active trading. Additionally, market inefficiencies and delays in price updates can also lead to temporary price differences. To take advantage of these price differences, a trader can monitor multiple exchanges using tools or platforms that aggregate real-time prices. These tools, namely crypto price aggregators, trading bots, and arbitrage-specific platforms, allow the trader to quickly spot where a cryptocurrency is selling for less on one exchange and more on another. By acting fast, the trader can buy the coin at a lower price and sell it at a higher price, profiting from the difference. However, it’s worth mentioning that manual arbitrage is rare: traders usually use bots (faster than humans) to trade on their behalf. Arbitrage opportunities, especially on active markets, close very fast, often within milliseconds, and humans are unable to catch them. To make a quick scenario around it, let’s say the native coin of the Obyte platform, GBYTE is trading at $6 on Exchange A and $8 on Exchange B. An arbitrage trader would buy GBYTE on Exchange A for $6 and then sell it on Exchange B for $8. In this scenario, if the trader bought 10 GBYTE, they’d spend $60 and sell them for $80, making a $20 profit before considering any transaction fees. Rinse, repeat, and add more investment, and profits will likely be greater. Challenges and risks Of course, there’s no such thing as a free lunch. While arbitrage in crypto can be profitable, it comes with some not-so-smooth things to consider. One of the main challenges is transaction fees. When moving coins between exchanges, traders often have to pay fees for both the transaction and the trade itself. If these fees are high, they can eat into or even eliminate the profit from the price difference. Besides, network congestion can lead to delays in transferring funds, and by the time the cryptocurrency reaches the other exchange, the price difference may have already closed, leaving little to no profit. That’s another risk, indeed: price volatility. Cryptocurrency prices can change rapidly, sometimes within seconds. If the market shifts suddenly while a trader is in the process of transferring or trading their coins, they could end up selling at a lower price than expected, potentially resulting in a loss. Additionally, there’s the risk of exchange-related issues, such as withdrawal limits, technical problems, or even the possibility of the exchange freezing funds (if it’s centralized), all of which can complicate the arbitrage process. To reduce this risk on active markets, arbitrageurs (or rather their bots) do both trades first, then transfer the funds between exchanges. Therefore, they don’t need to transfer after each trade, and they can transfer the amount aggregated from several trades at once. Arbitrage on DEXes In decentralized exchanges (DEXes), arbitrage can have positive effects on the market by contributing to its efficiency. When traders engage in arbitrage, they help close the price gaps between DEXes, effectively making the prices of cryptocurrencies more uniform across exchanges. This process benefits the market by keeping prices fairer for all participants. Besides, arbitrage on decentralized exchanges (DEXes) offers key advantages over centralized exchanges (CEXes), particularly in terms of transparency and user control. On a DEX, traders retain custody of their assets, eliminating the need to trust a centralized entity, which can be a risk in CEXes. DEXes also operate on open networks, ensuring that all trades and prices are publicly visible, allowing for greater transparency and reduced chances of market manipulation by the platform. There’s no central authority on DEXes that can halt withdrawals or restrict access, offering more freedom and security for arbitrageurs. The more decentralized they are, the more autonomy their users can get. For instance, Obyte, where there are no middlemen between transaction sending and approval, offers truly decentralized platforms. Our main DEX, Oswap.io, provides access to 32 pools (fund reserves), where users can serve as liquidity providers and earn rewards or simply exchange between different coins. Arbitrage traders can use it too, taking into account a 90% arbitrageur tax on the profits, designed to earn more money for liquidity providers (LPs) without killing the arbitrage incentive. Considering all the above, while arbitrage can be a low-risk strategy in theory, these factors make it important for traders to act quickly and carefully calculate potential profits after accounting for all costs, exchange terms, and risks. It’s important to do your own research, as always in crypto! Featured Vector Image by vectorjuice / Freepik Even if they weren’t designed to offer profits, cryptocurrencies could be a great tool just for that. Not only are there professional traders around, but also entire platforms and methods that indeed have been built for it or that have been imported from traditional finances to apply here as well. Arbitrage is one of those methods. In traditional investments, this is the practice of taking advantage of price differences for the same asset in different markets. For example, if a company stock is cheaper on one exchange and more expensive on another, an arbitrage trader would buy the stock at the lower price and immediately sell it at the higher price to make a profit. This process helps keep prices consistent across markets and is considered a low-risk trading strategy because it involves buying and selling almost simultaneously. In traditional investments, this is the practice of taking advantage of price differences for the same asset in different markets. We can sum up this concept into a tidbit: buy low, sell high —as quickly as you can. Of course, it also applies to cryptocurrencies. Traders (or anyone, really) buy a certain cryptocurrency or token at a lower price on one exchange (centralized or decentralized) and then sell it at a higher price on another, profiting from the price discrepancy. How does arbitrage work in crypto? Cryptocurrency prices can vary between exchanges due to factors like differences in liquidity, trading volume, and regional demand. For example, if one exchange has fewer buyers or sellers for a particular coin, the price might be slightly lower or higher than on another exchange with more active trading. Additionally, market inefficiencies and delays in price updates can also lead to temporary price differences. To take advantage of these price differences, a trader can monitor multiple exchanges using tools or platforms that aggregate real-time prices. These tools, namely crypto price aggregators, trading bots, and arbitrage-specific platforms, allow the trader to quickly spot where a cryptocurrency is selling for less on one exchange and more on another. By acting fast, the trader can buy the coin at a lower price and sell it at a higher price, profiting from the difference. To take advantage of these price differences, a trader can monitor multiple exchanges using tools or platforms that aggregate real-time prices. However, it’s worth mentioning that manual arbitrage is rare: traders usually use bots (faster than humans) to trade on their behalf. Arbitrage opportunities, especially on active markets, close very fast, often within milliseconds, and humans are unable to catch them. To make a quick scenario around it, let’s say the native coin of the Obyte platform , GBYTE is trading at $6 on Exchange A and $8 on Exchange B. An arbitrage trader would buy GBYTE on Exchange A for $6 and then sell it on Exchange B for $8. In this scenario, if the trader bought 10 GBYTE, they’d spend $60 and sell them for $80, making a $20 profit before considering any transaction fees. Rinse, repeat, and add more investment, and profits will likely be greater. Obyte platform Obyte platform Challenges and risks Of course, there’s no such thing as a free lunch. While arbitrage in crypto can be profitable, it comes with some not-so-smooth things to consider. One of the main challenges is transaction fees. When moving coins between exchanges, traders often have to pay fees for both the transaction and the trade itself. If these fees are high, they can eat into or even eliminate the profit from the price difference. Besides, network congestion can lead to delays in transferring funds, and by the time the cryptocurrency reaches the other exchange, the price difference may have already closed, leaving little to no profit. That’s another risk, indeed: price volatility. Cryptocurrency prices can change rapidly, sometimes within seconds. If the market shifts suddenly while a trader is in the process of transferring or trading their coins, they could end up selling at a lower price than expected, potentially resulting in a loss. Additionally, there’s the risk of exchange-related issues, such as withdrawal limits, technical problems, or even the possibility of the exchange freezing funds (if it’s centralized), all of which can complicate the arbitrage process. That’s another risk, indeed: price volatility. Cryptocurrency prices can change rapidly, sometimes within seconds. To reduce this risk on active markets, arbitrageurs (or rather their bots) do both trades first, then transfer the funds between exchanges. Therefore, they don’t need to transfer after each trade, and they can transfer the amount aggregated from several trades at once. Arbitrage on DEXes In decentralized exchanges (DEXes), arbitrage can have positive effects on the market by contributing to its efficiency. When traders engage in arbitrage, they help close the price gaps between DEXes, effectively making the prices of cryptocurrencies more uniform across exchanges. This process benefits the market by keeping prices fairer for all participants. Besides, arbitrage on decentralized exchanges (DEXes) offers key advantages over centralized exchanges (CEXes), particularly in terms of transparency and user control. On a DEX, traders retain custody of their assets, eliminating the need to trust a centralized entity, which can be a risk in CEXes. DEXes also operate on open networks, ensuring that all trades and prices are publicly visible, allowing for greater transparency and reduced chances of market manipulation by the platform. On a DEX, traders retain custody of their assets, eliminating the need to trust a centralized entity, which can be a risk in CEXes. There’s no central authority on DEXes that can halt withdrawals or restrict access, offering more freedom and security for arbitrageurs. The more decentralized they are, the more autonomy their users can get. For instance, Obyte , where there are no middlemen between transaction sending and approval, offers truly decentralized platforms. Obyte Obyte Our main DEX, Oswap.io, provides access to 32 pools (fund reserves), where users can serve as liquidity providers and earn rewards or simply exchange between different coins. Arbitrage traders can use it too, taking into account a 90% arbitrageur tax on the profits, designed to earn more money for liquidity providers (LPs) without killing the arbitrage incentive. Our main DEX, Oswap.io , provides access to 32 pools (fund reserves), where users can serve as liquidity providers and earn rewards Oswap.io Oswap.io Considering all the above, while arbitrage can be a low-risk strategy in theory, these factors make it important for traders to act quickly and carefully calculate potential profits after accounting for all costs, exchange terms, and risks. It’s important to do your own research, as always in crypto! Featured Vector Image by vectorjuice / Freepik Featured Vector Image by vectorjuice / Freepik Freepik Freepik

Educational Byte: What is Arbitrage and How is it Done in Crypto?

Byte Educativo: ¿Kunas Arbitraje ukat Kunjamas Cipto markanx lurasi?

Byte educatiu: què és l'arbitratge i com es fa a Cypto?

Lehrreiches Byte: Was ist Arbitrage und wie wird sie bei Kryptowährungen durchgeführt?

Byte Educativo: ¿Qué es el Arbitraje y Cómo se Realiza en Crypto?

Hezkuntza Byte: zer da arbitrajea eta nola egiten da Cypto-n?

Oktatási bájt: Mi az az arbitrázs, és hogyan történik a Cypto nyelven?

教育バイト: アービトラージとは何か、そして暗号通貨ではどのように行われるのか?

Билим берүү байт: Арбитраж деген эмне жана ал Cypto тилинде кантип жасалат?

Bajt edukacyjny: Czym jest arbitraż i jak jest realizowany w Cypto?

Dzidzo Byte: Chii chinonzi Arbitrage uye Inoitwa Sei muCypto?

I-Byte yeMfundo: Yintoni iArbitrage kwaye Yenziwa njani eCypto?

教育字节：什么是套利以及如何在加密货币中进行套利？

Public web data is a valuable business commodity. You collect data on the internet that can give you an edge in a competitive market. Theoretically, you can collect anything from publicly available tweets, product reviews, photos, and competitor prices. Data collection is a significant challenge for small businesses that can't afford to hire a team. Oxylabs, a premium web intelligence collection platform, has leveled the playing field with its newly launched AI assistant. Businesses of all types need data to survive (and thrive) as competition for consumer time, attention, and dollars intensifies. For example, real estate agents need an extensive database of properties available for rent or sale. Many companies collect industry data to gain insight specific to that sector. For instance, a consulting firm that sells insights to oil companies needs oil prices' import and export details. A business may need retail product pricing to offer uses of comparison data. The bottom line is that information collection about potential clients or competitors is the lifeblood of an organization. The problem is that web data acquisition is a complex process that requires a lot of time and money. "In summer, together with Censuswide, we conducted a comprehensive survey of developers and web scraping practitioners in the UK and US. The data show that 74% of businesses faced an increasing demand for public web data over the last year. Unfortunately, building the necessary infrastructure and maintaining data parsers remains a heavy challenge for many companies – a proper parsing process alone can take up to 40 development hours per week for the tech teams," says Julius Černiauskas, CEO at Oxylabs. With that challenge in mind, Oxylabs set out to develop a solution to remove the roadblocks that make it difficult for businesses to scrape the web for data. His company created OxyCopilot, AI-driven software that helps companies collect the data they need easily. OxyCopilot is designed to help users save time and money on complex web data acquisition tasks. The tool is built on a combination of AI and proprietary Oxylabs technology. The platform enables web scraping professionals and those with little experience in web data collection to generate instant parsing instructions and requests for the Web Scraper API. Additionally, they can do this using nothing more than a URL and natural language prompts. According to Černiauskas, the newly released AI assistant helps level the playing field. Previously, the barrier to entry for smaller companies was formidable. Typically, they had to hire a team of web scraping professionals. Unfortunately, it's hard to find those experts in today's market. With the OxCopilot, businesses can now overcome that hurdle. Organizations can save development hours spent on repetitive web scraping tasks and devote more attention to data quality, analysis, and innovation. Additionally, businesses using Oxylabs' unified web scraping platform can bypass maintaining costly infrastructure like servers. That's refreshing news, considering that 61% of professionals identify this problem as the most pressing when collecting data on a large scale. Oxylabs has enabled companies of all sizes to utilize the power of big data. The company has been a web intelligent platform and premium proxy provider since 2015. It has emerged as a global leader in the web intelligence collection industry. The organization has also forged close ties with dozens of Fortune 500 companies. Companies such as Conductor, Trivago, and Wiser trust Oxylabs' data collection expertise. The company has made an impact with its constant innovation, extensive patent portfolio, and focus on ethical practices. In 2022, 2023, and 2024, Oxylabs was named Europe's fastest-growing web intelligence acquisition company by the Financial Times' FT 1000 list. OxyCopilot is the industry's first artificial intelligence (AI) assistant for scraping data. It is an integral part of Oxylabs Web Scraper AI, an all-in-one public web data collection platform. "We always aspired to be industry leaders through innovation, and taking a step further in the field of AI was a natural business decision for us. OxyCopilot is unique in its design, and we are currently patenting technological implementations behind it. Most importantly, it functions as a part of a broader platform that includes other AI-powered solutions, from proxy management to web unblocking," says Černiauskas. Public web data is like gold for businesses around the globe. However, gathering this information is too expensive, time-consuming, and labor-intensive for many companies. Oxylabs has introduced its new AI-driven web scraper, OxyCopilot, which saves businesses time and money. Companies can easily extract the needed data with a URL and natural language prompts. Oxylabs holds over 100 patents globally, part of them covering technologies that have AI and ML implementations. In 2023, the company obtained ISO/IEC 27001:2017 standard for excellence in information security management. "With the help of AI machine learning (ML), we are moving towards automating the entire public web data collection process," concludes Černiauskas. For more information, please visit: https://oxylabs.io/ Public web data is a valuable business commodity. You collect data on the internet that can give you an edge in a competitive market. Theoretically, you can collect anything from publicly available tweets, product reviews, photos, and competitor prices. Data collection is a significant challenge for small businesses that can't afford to hire a team. Oxylabs , a premium web intelligence collection platform, has leveled the playing field with its newly launched AI assistant. Oxylabs Oxylabs Businesses of all types need data to survive (and thrive) as competition for consumer time, attention, and dollars intensifies. For example, real estate agents need an extensive database of properties available for rent or sale. Many companies collect industry data to gain insight specific to that sector. For instance, a consulting firm that sells insights to oil companies needs oil prices' import and export details. A business may need retail product pricing to offer uses of comparison data. The bottom line is that information collection about potential clients or competitors is the lifeblood of an organization. The problem is that web data acquisition is a complex process that requires a lot of time and money. "In summer, together with Censuswide, we conducted a comprehensive survey of developers and web scraping practitioners in the UK and US. The data show that 74% of businesses faced an increasing demand for public web data over the last year. survey of developers survey of developers Unfortunately, building the necessary infrastructure and maintaining data parsers remains a heavy challenge for many companies – a proper parsing process alone can take up to 40 development hours per week for the tech teams," says Julius Černiauskas, CEO at Oxylabs. With that challenge in mind, Oxylabs set out to develop a solution to remove the roadblocks that make it difficult for businesses to scrape the web for data. His company created OxyCopilot , AI-driven software that helps companies collect the data they need easily. company created OxyCopilot company created OxyCopilot OxyCopilot is designed to help users save time and money on complex web data acquisition tasks. The tool is built on a combination of AI and proprietary Oxylabs technology. The platform enables web scraping professionals and those with little experience in web data collection to generate instant parsing instructions and requests for the Web Scraper API. Additionally, they can do this using nothing more than a URL and natural language prompts. According to Černiauskas, the newly released AI assistant helps level the playing field. Previously, the barrier to entry for smaller companies was formidable. Typically, they had to hire a team of web scraping professionals. Unfortunately, it's hard to find those experts in today's market. With the OxCopilot, businesses can now overcome that hurdle. Organizations can save development hours spent on repetitive web scraping tasks and devote more attention to data quality, analysis, and innovation. Additionally, businesses using Oxylabs' unified web scraping platform can bypass maintaining costly infrastructure like servers. That's refreshing news, considering that 61% of professionals identify this problem as the most pressing when collecting data on a large scale. Oxylabs has enabled companies of all sizes to utilize the power of big data. The company has been a web intelligent platform and premium proxy provider since 2015. It has emerged as a global leader in the web intelligence collection industry. The organization has also forged close ties with dozens of Fortune 500 companies. Companies such as Conductor, Trivago, and Wiser trust Oxylabs' data collection expertise. The company has made an impact with its constant innovation, extensive patent portfolio, and focus on ethical practices. In 2022, 2023, and 2024, Oxylabs was named Europe's fastest-growing web intelligence acquisition company by the Financial Times' FT 1000 list. OxyCopilot is the industry's first artificial intelligence (AI) assistant for scraping data. It is an integral part of Oxylabs Web Scraper AI, an all-in-one public web data collection platform. first artificial intelligence (AI) assistant first artificial intelligence (AI) assistant "We always aspired to be industry leaders through innovation, and taking a step further in the field of AI was a natural business decision for us. OxyCopilot is unique in its design, and we are currently patenting technological implementations behind it. Most importantly, it functions as a part of a broader platform that includes other AI-powered solutions, from proxy management to web unblocking," says Černiauskas. Public web data is like gold for businesses around the globe. However, gathering this information is too expensive, time-consuming, and labor-intensive for many companies. Oxylabs has introduced its new AI-driven web scraper , OxyCopilot, which saves businesses time and money. Companies can easily extract the needed data with a URL and natural language prompts. AI-driven web scraper AI-driven web scraper Oxylabs holds over 100 patents globally, part of them covering technologies that have AI and ML implementations. In 2023, the company obtained ISO/IEC 27001:2017 standard for excellence in information security management. "With the help of AI machine learning (ML), we are moving towards automating the entire public web data collection process," concludes Černiauskas. For more information, please visit: https://oxylabs.io/ https://oxylabs.io/

Oxylabs Has Changed How Web Scraping Is Done With a New AI-Powered Solution

لقد قامت شركة Oxylabs بتغيير طريقة استخراج البيانات من الويب باستخدام حل جديد يعمل بالذكاء الاصطناعي

Oxylabs промени начина, по който се извършва уеб скрапирането с ново решение, базирано на AI

অক্সিল্যাবস পরিবর্তন করেছে কিভাবে একটি নতুন এআই-চালিত সমাধান দিয়ে ওয়েব স্ক্র্যাপিং করা হয়

Oxylabs ha cambiado la forma de extraer datos de la web con una nueva solución impulsada por IA

Oxylabs Telah Mengubah Cara Pengikisan Web Dilakukan Dengan Solusi Baru Bertenaga AI

Oxylabs は、新しい AI 搭載ソリューションで Web スクレイピングの方法を変えました

Oxylabs ໄດ້ປ່ຽນແປງວິທີການຂູດເວັບແມ່ນເຮັດດ້ວຍການແກ້ໄຂ AI-Powered ໃຫມ່

Oxylabs нь хиймэл оюун ухаанаар ажилладаг шинэ шийдлээр вэб хусах аргыг өөрчилсөн

Oxylabs Telah Mengubah Cara Pengikisan Web Dilakukan Dengan Penyelesaian Dikuasakan AI Baharu

Oxylabs Yakashandura Sei Web Scraping Inoitwa NeNew AI-Powered Solution

Oxylabs ka ndryshuar mënyrën se si bëhet scraping në ueb me një zgjidhje të re të fuqizuar nga AI

Binago ng Oxylabs Kung Paano Ginagawa ang Web Scraping Gamit ang Bagong AI-Powered Solution

The Internet is becoming a breeding ground for spam. Not the tinned variety—no, we’re talking about the relentless, soul-crushing onslaught of automated form spam that has made running a website feel like an endless game of whack-a-mole with bots Every time you think you've dealt with it, a new flood arrives, turning your contact forms, comment sections, and customer feedback pages into the equivalent of a dumpster fire. And where are the hosting providers in all of this chaos? Sitting on the sidelines, waiting for you to report the damage. Why are the companies we entrust with our websites seemingly more reactive than proactive when it comes to combating the spam plague? According to CleanTalk, a popular and highly effective WordPress plugin provider, their service now protects most web forms from unwanted spam and it does amazing job mind you, However, in an alarming twist, the evolution of sneaky spam bots is beginning to outwit these protections, slipping past even the most advanced filters. The Proactive Approach: Still a Fantasy Let’s be real. Hosting providers have the resources. They have the infrastructure. They can see the patterns. But instead of stopping spam attacks before they cripple your site, they wait—oh, they wait until it’s far too late, and your inbox is flooded with a thousand messages about miracle weight loss pills, sketchy loan offers, and suspicious ‘business opportunities.’ Then, and only then, do they swoop in, offering "support" (if you can even call it that). It begs the question: If they know spam bots are such a rampant issue, why aren’t they doing more? It’s like having a security guard at the front door of a building, but instead of stopping intruders, they wait until the intruder has raided the entire place before calling for backup. Where's the sense in that? They Have the Tools, But They're Not Using Them We’ve all heard the excuse, "Oh, but you can install third-party plugins." Yeah, no thanks. Why should customers be forced to play tech support for their own websites when the people hosting them should already be deploying the latest anti-spam and anti-malware systems? We’re not asking for a miracle, just for you to use the tools you’ve got in a way that makes sense! Cloudflare’s out there doing it, why can’t they? Hosting providers are quick to offer flashy deals—“99% uptime!” and “24/7 customer support!”—but where’s the promise of “We’ll proactively block malicious bots and won’t allow our servers to be used in attacks on other websites. Enough is Enough It’s 2024, and automated form spam is still an unresolved problem because hosting providers are playing a dangerous game of catch-up. They prefer to wait until the bot tsunami hits, responding only when the damage has been done. The result? Countless hours wasted cleaning up spam, frustrated business owners, and customer trust eroded by the lack of effective spam protection. The Internet is becoming a breeding ground for spam. Not the tinned variety—no, we’re talking about the relentless, soul-crushing onslaught of automated form spam that has made running a website feel like an endless game of whack-a-mole with bots The Internet is becoming a breeding ground for spam . Not the tinned variety—no, we’re talking about the relentless, soul-crushing onslaught of automated form spam that has made running a website feel like an endless game of whack-a-mole with bots spam Every time you think you've dealt with it, a new flood arrives, turning your contact forms, comment sections, and customer feedback pages into the equivalent of a dumpster fire. And where are the hosting providers in all of this chaos? Sitting on the sidelines, waiting for you to report the damage. Why are the companies we entrust with our websites seemingly more reactive than proactive when it comes to combating the spam plague? you According to CleanTalk , a popular and highly effective WordPress plugin provider, their service now protects most web forms from unwanted spam and it does amazing job mind you, However, in an alarming twist, the evolution of sneaky spam bots is beginning to outwit these protections, slipping past even the most advanced filters. CleanTalk The Proactive Approach: Still a Fantasy The Proactive Approach: Still a Fantasy Let’s be real. Hosting providers have the resources. They have the infrastructure. They can see the patterns. But instead of stopping spam attacks before they cripple your site, they wait—oh, they wait until it’s far too late, and your inbox is flooded with a thousand messages about miracle weight loss pills, sketchy loan offers, and suspicious ‘business opportunities.’ Then, and only then, do they swoop in, offering "support" (if you can even call it that). only It begs the question: If they know spam bots are such a rampant issue, why aren’t they doing more? It’s like having a security guard at the front door of a building, but instead of stopping intruders, they wait until the intruder has raided the entire place before calling for backup. Where's the sense in that? They Have the Tools, But They're Not Using Them They Have the Tools, But They're Not Using Them We’ve all heard the excuse, "Oh, but you can install third-party plugins." Yeah, no thanks. Why should customers be forced to play tech support for their own websites when the people hosting them should already be deploying the latest anti-spam and anti-malware systems? We’re not asking for a miracle, just for you to use the tools you’ve got in a way that makes sense! Cloudflare’s out there doing it, why can’t they? Hosting providers are quick to offer flashy deals—“99% uptime!” and “24/7 customer support!”—but where’s the promise of “We’ll proactively block malicious bots and won’t allow our servers to be used in attacks on other websites. Enough is Enough Enough is Enough It’s 2024, and automated form spam is still an unresolved problem because hosting providers are playing a dangerous game of catch-up. They prefer to wait until the bot tsunami hits, responding only when the damage has been done. The result? Countless hours wasted cleaning up spam, frustrated business owners, and customer trust eroded by the lack of effective spam protection.

The Automated Spam War: Why Hosting Providers Only Fight Back After the Damage Is Done?

As developers, we often face the challenge of balancing creativity with the need for efficiency. Whether you’re coding a complex application or debugging lines of code that just won’t cooperate, it’s easy to fall into the trap of procrastination. The good news? There are actionable strategies you can implement and it is actually not that hard. Break Down Big Tasks into Bite-Sized Pieces Big projects can be overwhelming, leading to procrastination. The solution? Break them down into smaller, more manageable tasks. This tactic, known as "chunking," allows you to focus on one thing at a time, reducing the mental load and making the work feel less daunting. Actionable Tip: Start by identifying your main goal and then list out every small action needed to achieve it. For example, if you’re building a new feature, break it down into tasks like "design the UI," "write the API endpoints," and "test the functionality." Tackle one chunk at a time. Prioritize Your Most Important Tasks Not all tasks are created equal. Some have a higher impact on your goals than others. By identifying and focusing on your Most Important Tasks each day, you ensure that you’re moving the needle on what really matters. Actionable Tip: Each morning, before diving into your code write down your top three tasks for the day. These should be the tasks that, if completed, will make the most significant difference in your progress. Work on these tasks first, before getting distracted by less important activities like checking emails or fixing minor bugs. Utilize Time Blocking Time blocking is a powerful technique where you schedule specific blocks of time for different tasks throughout your day. This method helps you maintain focus, avoid distractions, and ensures that you allocate time to all your important activities. Actionable Tip: Start by creating a daily or weekly schedule that blocks out time for each of your tasks. For example, block 9 AM to 11 AM for coding, 11 AM to 12 PM for code reviews, and 1 PM to 2 PM for emails. Focus on one task during each block without multitasking. This approach not only enhances your focus but also reduces the mental fatigue associated with constantly switching tasks. Reflect and Adjust Regularly Productivity isn’t just about working hard; it’s also about working smart. Regular reflection allows you to assess what’s working, what’s not, and make adjustments to improve your workflow. By taking a few minutes each day to review your progress, you can identify bottlenecks and celebrate your successes. Actionable Tip: At the end of each day, reflect on what you accomplished and what challenges you faced. Ask yourself questions like: Did I complete my tasks? Where did I get stuck? How can I improve tomorrow? This practice of continuous improvement will help you optimize your productivity over time. Leverage the Power of Accountability Accountability can be a game-changer when it comes to staying on track with your tasks. By sharing your goals with someone else or working alongside a partner, you create a sense of responsibility that can motivate you to follow through. Actionable Tip: Partner with a colleague or a friend or with this ai-powered accountability partner, and regularly check in on each other’s progress. You can set daily or weekly goals and share your accomplishments and challenges. Knowing that someone else is counting on you can provide the extra push needed to stay focused and productive. Remember, productivity is a skill that can be developed over time. Start small, stay consistent, and watch as these techniques help you take control of your work and get shit done, day after day. As developers, we often face the challenge of balancing creativity with the need for efficiency. Whether you’re coding a complex application or debugging lines of code that just won’t cooperate, it’s easy to fall into the trap of procrastination. The good news? There are actionable strategies you can implement and it is actually not that hard. Break Down Big Tasks into Bite-Sized Pieces Big projects can be overwhelming, leading to procrastination. The solution? Break them down into smaller, more manageable tasks. This tactic, known as "chunking," allows you to focus on one thing at a time, reducing the mental load and making the work feel less daunting. Actionable Tip: Actionable Tip: Start by identifying your main goal and then list out every small action needed to achieve it. For example, if you’re building a new feature, break it down into tasks like "design the UI," "write the API endpoints," and "test the functionality." Tackle one chunk at a time. Prioritize Your Most Important Tasks Not all tasks are created equal. Some have a higher impact on your goals than others. By identifying and focusing on your Most Important Tasks each day, you ensure that you’re moving the needle on what really matters. Actionable Tip: Actionable Tip: Each morning, before diving into your code write down your top three tasks for the day. These should be the tasks that, if completed, will make the most significant difference in your progress. Work on these tasks first, before getting distracted by less important activities like checking emails or fixing minor bugs. Utilize Time Blocking Time blocking is a powerful technique where you schedule specific blocks of time for different tasks throughout your day. This method helps you maintain focus, avoid distractions, and ensures that you allocate time to all your important activities. Actionable Tip: Actionable Tip: Start by creating a daily or weekly schedule that blocks out time for each of your tasks. For example, block 9 AM to 11 AM for coding, 11 AM to 12 PM for code reviews, and 1 PM to 2 PM for emails. Focus on one task during each block without multitasking. This approach not only enhances your focus but also reduces the mental fatigue associated with constantly switching tasks. Reflect and Adjust Regularly Productivity isn’t just about working hard; it’s also about working smart. Regular reflection allows you to assess what’s working, what’s not, and make adjustments to improve your workflow. By taking a few minutes each day to review your progress, you can identify bottlenecks and celebrate your successes. Actionable Tip: Actionable Tip: At the end of each day, reflect on what you accomplished and what challenges you faced. Ask yourself questions like: Did I complete my tasks? Where did I get stuck? How can I improve tomorrow? This practice of continuous improvement will help you optimize your productivity over time. Leverage the Power of Accountability Leverage the Power of Accountability Accountability can be a game-changer when it comes to staying on track with your tasks. By sharing your goals with someone else or working alongside a partner, you create a sense of responsibility that can motivate you to follow through. Actionable Tip : Actionable Tip Partner with a colleague or a friend or with this ai-powered accountability partner , and regularly check in on each other’s progress. You can set daily or weekly goals and share your accomplishments and challenges. Knowing that someone else is counting on you can provide the extra push needed to stay focused and productive. ai-powered accountability partner Remember, productivity is a skill that can be developed over time. Start small, stay consistent, and watch as these techniques help you take control of your work and get shit done, day after day.

5 Actionable Tips to Get Sh*t Done: A Developer’s Guide to Maximum Productivity

কাজটি সম্পন্ন করার জন্য 5টি কার্যকরী টিপস: সর্বাধিক উত্পাদনশীলতার জন্য একটি বিকাশকারীর নির্দেশিকা

5 umsetzbare Tipps, um Dinge zu erledigen: Ein Leitfaden für Entwickler zur maximalen Produktivität

5 consejos prácticos para hacer las cosas bien: guía para desarrolladores para lograr la máxima productividad

5 conseils pratiques pour accomplir votre travail : Guide du développeur pour une productivité maximale

काम पूरा करने के लिए 5 कारगर सुझाव: अधिकतम उत्पादकता के लिए डेवलपर की मार्गदर्शिका

仕事をやり遂げるための 5 つの実践的なヒント: 生産性を最大限に高める開発者向けガイド

Sh*t Done을 위한 5가지 실행 가능한 팁: 최대 생산성을 위한 개발자 가이드

5 dicas práticas para fazer a m*rda: um guia do desenvolvedor para produtividade máxima

5 действенных советов, как добиться максимальной производительности: руководство для разработчиков

İşleri Bitirmek İçin 5 Eyleme Dönüştürülebilir İpucu: Bir Geliştiricinin Maksimum Üretkenliğe Giden Rehberi

5 Mẹo thực tế để hoàn thành công việc: Hướng dẫn của nhà phát triển để đạt năng suất tối đa

5 个切实可行的建议，助您完成任务：开发人员实现最高生产力的指南

I built startups that had tons of customers and amazing products. I built startups that made an insane amount of money while being just a few HTML pages. I built and sold startups, and the process is always the same: Grind -> do what investors want -> do stuff that doesn't matter for the customers -> get money in the bank -> repeat. A couple of years ago, I decided that I am done with it. And you should be, too. Lifeups instead of Startups Lifeups Instead of Startups Lifeups are companies that upgrade your (and everyone's involved) life. I tried "Lifeup" – the art of making products just for you and your customers while you enjoy life – in my previous company, and I loved the process. We built only what customers wanted.
We were 4 people.
The due diligence for the acquisition was super easy.
The codebase was poetry.
I didn't have to share any money with VCs.
I didn't have to talk with VCs (the best part). Now, I am going to perfect "Lifeups" with my latest company, which surprisingly is all about financial freedom. Hey Financial Independence I can build exactly what I want: a 100% customer-funded company that prioritizes people's growth and adventures instead of losing time on VCs and stupid board meetings. A company where we can over-engineer stuff just to make a small thing faster that less than 1% of our customers will ever notice. A company where customers know that we'll never divert from our vision and we'll fix ALL bugs. A company that doesn't have an expiration date because "we had to spend more for growth." I got inspired by Michael and his tweet, while walking back from the beach. On a Tuesday afternoon. I built startups that had tons of customers and amazing products. I built startups that made an insane amount of money while being just a few HTML pages. I built and sold startups, and the process is always the same: Grind -> do what investors want -> do stuff that doesn't matter for the customers -> get money in the bank -> repeat. A couple of years ago, I decided that I am done with it. And you should be, too. Lifeups instead of Startups Lifeups Instead of Startups Lifeups are companies that upgrade your (and everyone's involved) life. I tried "Lifeup" – the art of making products just for you and your customers while you enjoy life – in my previous company, and I loved the process. just for you and your customers while you enjoy life We built only what customers wanted. We were 4 people. The due diligence for the acquisition was super easy. The codebase was poetry. I didn't have to share any money with VCs. I didn't have to talk with VCs (the best part). We built only what customers wanted. We were 4 people. The due diligence for the acquisition was super easy. The codebase was poetry. I didn't have to share any money with VCs. I didn't have to talk with VCs (the best part). Now, I am going to perfect "Lifeups" with my latest company, which surprisingly is all about financial freedom. Hey Financial Independence I can build exactly what I want: a 100% customer-funded company that prioritizes people's growth and adventures instead of losing time on VCs and stupid board meetings. A company where we can over-engineer stuff just to make a small thing faster that less than 1% of our customers will ever notice. A company where customers know that we'll never divert from our vision and we'll fix ALL bugs. A company that doesn't have an expiration date because "we had to spend more for growth." I got inspired by Michael and his tweet, while walking back from the beach. On a Tuesday afternoon. Michael

Lifeups: Why I'm Done With Startups

Hey, Hackers. Here, I will share how you can solve 50+ marketing tasks with a single click. is a tool I and my business partner created for ourselves, but after we made it public, thousands of people use it every week. Aiter.io First, how it started. ChatGPT helped me a lot with marketing work but at some point in time, I faced these problems: If I need to launch many different campaigns, I get stuck in with AI. boring ping-pong chat and strategy models, I needed to spend at least half an hour to get everything needed. To experiment with different types of ads As a result, I asked my friend to run a script that used some advanced prompt-management methods to deliver the marketing stuff required. After showing the tool and getting positive feedback, we made public. By far, it helped 50k people. So, maybe it can help you too. Aiter.io How Aiter Boosts Your Marketing. Ads Tailored to Your Product for LinkedIn, Google, Instagram, and Facebook Campaigns The algorithm is pretty easy – just insert a URL of your product and get ads and content tailored to your brand. For example, here are need-specific ads Aiter generated for HackerNoon: Also, you can get need-specific ads (JTBD) or ads that target different customer objections. It delivers for Facebook, LinkedIn, Google, and Instagram. The cool thing is to use the proposed ads to find a data-driven and powerful brand message for you. For example, you can leverage a data-driven way to define which customer is the most profitable to target in your messaging. The algorithm is: Generate ten unique need-specific ads for your product. Launch all of them targeting the same audience. Spread your budget evenly, so that each ad receives an equal number of views. The ad with the highest conversion rate and CTR appeals to your audience the most. Use it as the main point in your brand positioning and product management. Voila! The same principle works for barrier-specific ads that target customer pains and objections. They are especially good for retargeting. Another topic is the strategy features. Defining Your Marketing Strategy With Aiter Another feature our customers often use is strategy ideas generation. With Aiter, you can easily define the key customer needs or Jobs To Be Done, customer objections, and user persona. Also, you can get ideas for your positioning and value proposition. These are the major blocks for your marketing campaigns. For example, you can run an A/B test on your website using value propositions Aiter wrote for your brand. As a result, you can greatly increase the conversion of your landing page. Another good stuff is testing which customer barrier stops them from buying your product the most. You can take the ones Aiter provided and write your objection on your landing or payment page. Another approach is to use them to modify your sales script, which is highly effective. For example, here is the list of value propositions which Aiter generated for HackerNoon: What You Can Achieve for Your Marketing With Just a Click With Aiter: In a nutshell: we built a very robust and simple tool that saves your time and gets sh*t done: Get different kinds of ads, like need- or objection-targeted, for major marketing channels, like Google, Facebook, Instagram, and LinkedIn. Look at your messaging and audience from more angles by using the strategy tool. It generates marketing persona, value propositions, positioning hypotheses, customer needs, and barriers analysis. Generate content to promote your product, like YouTube ad scripts, social media posts, or blogs. has a free version – feel free to try and provide your feedback in the comments. We will be happy to implement it, as well if it helps you achieve your goals. Cheers! Aiter.io

How to Save Time on Marketing: 50+ Tasks Done With a Click 

মার্কেটিং-এ কীভাবে সময় বাঁচানো যায়: এক ক্লিকে 50+ টাস্ক সম্পন্ন

So sparen Sie Zeit im Marketing: Über 50 Aufgaben mit einem Klick erledigt

Cómo ahorrar tiempo en marketing: más de 50 tareas realizadas con un clic

Comment gagner du temps sur le marketing : plus de 50 tâches effectuées en un clic

मार्केटिंग पर समय कैसे बचाएं: एक क्लिक से 50+ कार्य पूरे

マーケティングの時間を節約する方法: 50 以上のタスクを 1 クリックで完了

마케팅 시간을 절약하는 방법: 클릭 한 번으로 완료되는 50개 이상의 작업

Como economizar tempo em marketing: mais de 50 tarefas realizadas com um clique

Как сэкономить время на маркетинге: более 50 задач, выполняемых одним щелчком мыши

Pazarlamada Zamandan Nasıl Tasarruf Edilir: Bir Tıklamayla 50'den Fazla Görev Tamamlanır

Cách tiết kiệm thời gian tiếp thị: Hơn 50 nhiệm vụ được thực hiện chỉ bằng một cú nhấp chuột

如何节省营销时间：只需点击一下即可完成 50 多项任务

Over the past few months, I’ve been on a deep dive into the world of customer discovery and the Jobs to Be Done (JTBD) framework. This comprehensive, step-by-step guide is the result of extensive research, several experiments, and even a custom GPT designed specifically for JTBD (link in the resources section). First things first, what exactly is Jobs To Be Done (JTBD)? The JTBD framework is an approach that shifts the focus from products to the customer's needs. It centers around understanding the 'job' or task that a customer needs to accomplish using a product or service. In essence, the customer 'hires' the product or service to complete this job. The JTBD framework's advantage lies in its ability to concentrate on addressing problems rather than focusing on any specific solutions. To illustrate this concept, here are two simple examples: Ride-Sharing Services (e.g., or ): Uber Lyft A customer uses a ride-sharing app to book a car. Traditional View: The customer's job is to reach a destination quickly and comfortably, avoiding the hassles of driving or parking. The ride-sharing service is hired not just for transport but for convenience and efficiency. JTBD View: Coffee Shops (e.g., Starbucks): Customers visit coffee shops to purchase coffee. Traditional View: While buying coffee is one aspect, customers also 'hire' the coffee shop as a place to meet friends, work, or relax. The job extends to seeking a pleasant experience and environment. JTBD View: In each example, JTBD shifts the focus from the product itself (car rides, coffee) to what the customer is really seeking to achieve with these products or services in their daily life. Three concepts to understand JTBD To fully grasp JTBD, we need to define three key concepts: Market Tony Ulwick redefines a market not as a vertical, geography, or technology but as a group of people and the job they are trying to get done. It's about discerning what customers truly seek to accomplish with a product or service. Jobs In JTBD, a 'job' is a task or goal a customer aims to achieve in a particular situation by using a product or service. It's action-oriented, encompassing functional, emotional, and social dimensions. Jobs are typically phrased as action-oriented tasks. They should start with a verb and clearly describe what the customer is trying to accomplish. For example: "Maintain personal health and fitness." "Plan and enjoy a vacation." "Enhance professional skills." Outcomes These are the desired end-states or goals customers aim for when hiring a product or service for a job. Outcomes are specific, and measurable, and define what success looks like for the customer. Phrasing outcomes should include metrics or standards used by customers to evaluate success. For example: "Minimize the time required to plan a vacation itinerary." "Maximize the reliability of maintaining a regular exercise routine." "Ensure the latest industry knowledge is incorporated into skill enhancement." How to Apply Jobs-To-Be-Done in 4 steps Step 1: Initial Market Exploration Begin by exploring potential markets based on preliminary insights or hypotheses about customer needs. This can involve exploratory research, such as interviews with potential users, market analysis, and studying existing data. From this exploratory research, identify a range of jobs that potential customers might be trying to get done. These jobs don't need to be detailed at this stage but should give a broad sense of the tasks or goals your potential customers are trying to achieve. Based on these identified jobs, narrow down to a specific market that seems most viable or underserved. This is where you define your market in terms of a specific group of people and the core functional job they are trying to get done. 💡 For example, imagine that you are a product manager at Airbnb. By looking at the data and market trends, you notice that a sizable part of your user base is booking stays for longer periods (e.g. 1 month or longer) and are traveling solo. You decide therefore to explore this potential market. So instead of saying "We are targeting the travel industry" (a vertical), say "We are targeting solo travelers looking to connect with local cultures" (a group of people and their emotional job) or "We are targeting solo travelers looking for long term temporary accommodation" (a functional job). Step 2: Collect all the customer's Jobs and Outcomes The second step in applying the JTBD framework is to collect all the jobs customers are trying to get done when interacting with your product and the outcomes they want to achieve for each job. The end result should be two extensive lists, one for jobs and one for outcomes, phrased as we have seen in the examples above. The best way to collect jobs and outcomes at this stage is through qualitative user interviews, to understand what your users' goals are and what they are trying to accomplish. But rather than spending countless hours in user interviews, here is a hack Tony Ulwick suggests to speed things up and make the process more efficient: Take the top 2–3 experts in your market and organize an interview with them at the same time, either virtually or in person. Divide the session into 2 slots (either the same day or different days) - one for jobs and one for outcomes. For each session, try to get the experts to agree on: A list of the jobs they are trying to get done How to formulate the job statements A list of outcomes they want to achieve for each job How to formulate the outcome statements 💡 Here is how I would apply the framework following our example of a product manager at Airbnb exploring the market of solo travelers/digital nomads looking for accommodation: Identify top contributors in digital nomad online groups and communities (e.g. Facebook, Reddit, NomadList) Invite 3 of them for 2 rounds of interviews on separate days, with all of them together In the first round, focus on capturing jobs they try to get done when booking accommodation. Ask questions like: "Can you walk me through finding accommodation as a digital nomad?" "What factors do you consider when choosing where to stay?" 4. Turn job findings into job statements (see table below) 5. In the second round with the same experts, focus on outcomes wanted for each job. Ask questions like: "Let's discuss finding budget-friendly places with good connectivity. What does success look like here?" "How do you know if an accommodation meets your needs?" "What factors determine a successful stay?" 6. Turn outcome findings into outcome statements (see table below) 7. Interview more people to confirm findings or get additional insights if needed. By the end, I should have properly stated jobs and outcomes lists like: Side note 1: During this process, you may discover that your product addresses only part of the job. This is common and highlights potential market opportunities. Side note 2: I can provide more specifics on user interviews for JTBD if helpful. Leave me a comment. You might also want to check this that illustrates how I structure user interviews. article Step 3: Uncover Unmeet Needs After compiling your jobs and outcomes statements, the next step is to identify your . The objective here is to determine which jobs are of the utmost importance to most of your audience. customers’ unmet needs To accomplish this, design a that lists each job along with its associated outcomes, asking participants to rate them for importance and satisfaction. Here’s a suggested format: survey a. When attempting to [job], how crucial is it for you to [outcome statement]? Options range from ‘Not important at all’ to ‘Extremely important.’ b. How satisfied are you with your ability to [outcome]? Options range from ‘Not satisfied at all’ to ‘Extremely satisfied.’ Example: 💡 Job: Find accommodations suitable for long-term stays. When trying to find accommodations suitable for long-term stays, how important is it to you that ? Question a: you minimize the time required to identify accommodations offering long-term stay discounts for extended travels Not important at all Not important Somewhat important Important Very important Extremely important How satisfied are you with your ability to ? Question b: minimize the time required to identify accommodations offering long-term stay discounts for extended travels Not satisfied at all Not satisfied Somewhat satisfied Satisfied Very satisfied Extremely satisfied Survey Sample Size and Conditions: B2B: 120–180 clients B2C: Around 600 for a single product; 1200 for a portfolio Survey Duration: Approximately 20 minutes, with participant compensation recommended. Step 4: Prioritize Unmeet Needs Upon receiving the survey results, focus on prioritizing the unmet needs. Look for needs rated as very or extremely important but not very or extremely satisfied. 💡 Using our Airbnb example, let’s visualize the survey results on a graph. Each point represents a job, plotted according to its importance and satisfaction ratings. The red dashed lines at 75% help categorize jobs based on their levels of importance and satisfaction. Next, calculate the for each job using the formula: Opportunity Score Opportunity Score = Importance+(Importance−Satisfaction) In our example from the graph, the following jobs stand out: (importance 70% satisfaction 40%) Long-term Stay Discounts : (importance 85% satisfaction 50%) Reliable Internet Connection : (importance 65% satisfaction 45%) Social Interaction Opportunities (importance 55% satisfaction 40%) Affordable Comfort When we calculate the opportunity score, here are our top priorities: (Opportunity Score: 120) Reliable Internet Connection (Opportunity Score: 100) Long-term Stay Discounts (Opportunity Score: 85) Social Interaction Opportunities (Opportunity Score: 70) Affordable Comfort And now? What happens next With your priorities established, it’s time to shift from problem identification to solution creation. Focus on developing solutions for the top-priority jobs starting with “Reliable Internet Connection,” then moving to “Long-term Stay Discounts” and so forth. The outcome statement of each job will be your measure of success or noth star metric. For jobs with more complex needs, like ‘Social Interaction Opportunities,’ investigate in greater detail to understand the specific nuances and contexts in which they are performed. Also published here. 📚 Helpful resources Access to the t (Notion Template): a guide to help you step-by-step in applying JTBD specifically to your needs (requires a subscription to ChatGPT Plus) JTBD custom GPT + the JTBD checklis Watch my interview with Tony for practical applications of JTBD (including his experience applying the framework at Twitter) https://www.youtube.com/watch?v=fOxxwNGe9I8&embedable=true

Uncover Your Customers' Hidden Needs In 4 Steps with Jobs-To-Be-Done + Access Custom GPT

Recently, the global community was shocked by the news about the Binance card program closure. This October, Binance users from EEA countries got notifications that after the 20th of December, all Binance cards issued in this region will be terminated. crypto However, this news did not come as a surprise to experts. For example, I wrote about the possible closure of the program back in late August. Indeed, even then, we received information that both VISA and Mastercard would likely end their interaction with Binance. It’s clear that payment networks have immediately stopped their cooperation with Binance because of its global legal issues, especially court cases against the SEC and CFTC in the United States. Additionally, a Binance Card program with Mastercard for Latin America and the Middle East was terminated in August. However, there was a chance that in the European Union, Binance/Visa would make an exemption and let to use already-issued cards for existing users. This didn’t happen. In August, Binance hastened to reassure its clients and announced support of direct withdrawal to fiat accounts by Binance Pay for Latin American users. For EU residents, direct fiat withdrawal was unavailable after PaySafe European payment provider was rejected from cooperation with Binance this September. However, on 19th October, the exchange claimed that it had new partners to provide EURO payments, deposits, and withdrawals. That’s why, if you are a Binance user living in EEA countries, you can easily withdraw your funds to your bank account in EUR. Nevertheless, thousands of Binance card users in the European Economic Area are frantically looking for alternatives. Crypto cards: key stats Today, cryptocurrencies and cryptocurrency payments have already become quite popular in Europe. For example, this is evidenced by research, which contains actual data about crypto adoption in payments in the EU. It includes only Eurozone 19 counties: Belgium, Germany, Ireland, Spain, France, Italy, Luxembourg, the Netherlands, Austria, Portugal, Finland, Greece, Slovenia, Cyprus, Malta, Slovakia, Estonia, Latvia and Lithuania. ECB Stats 2022 According to that research, the average percentage of crypto owners in 2022 inside the European Union was about 4%. Countries where crypto assets are most popular include Slovenia (8%), Luxembourg (8%), Germany and France. This research also gives an overview of the most common use cases for crypto-investment purposes and as a payment solution. As you may see on the chart below, currently, crypto is more of an investment than a payment solution. However, 11 EA19 countries presented in the chart have at least 30% of crypto owners who use it for payment for payment purposes only and/or both for payment and investor purposes. We also may conclude that there are 7 countries where at least 10% of crypto users enable it for payments only: Lithuania (24%), France (18%), Lithuania, Luxembourg, Latvia, Slovenia, Spain, and Greece. The average percentage of crypto users in EA19 countries that use it for payment purposes only is almost 10%, and for both, about 20%. There are relatively low levels of crypto payments, according to the chart we have in the Netherlands, Finland, Germany, and Estonia. Crypto card transaction volume for Europe is still unknown. However, there is data about global transaction volume for the last few years. For instance, based on the total value of transactions made using crypto credit cards exceeded $1 billion in 2021. The number of crypto credit cards then was fewer compared to today. In the first quarter of 2022, Visa customers made $2.5 billion in payments in crypto-linked cards. That was 70% of the company's crypto volume for all of fiscal 2021. Probably, it lets us estimate the total value of all VISA crypto card transactions in 2022 as $10 billion. , Invezz Hypothesis: Based on in 2021, VISA and Mastercard reported a Payment Volume (for ALL PAYMENTS) of $10.89 trillion and $5.96 trillion, respectively. Taking this ratio similar to crypto transactions globally, it’s possible to estimate total global crypto card transaction volume in 2022 between $10-20 billion, based on VISA's 2022 numbers. PopularFintech Alternative Crypto Cards So, as we see, there is a broad audience of crypto holders who use it for payment purposes, and there is a growing demand for crypto cards, too. That’s why, for many people, an opportunity to change crypto and withdraw it is not enough. Crypto cards provide easy payments with low fees for the daily needs of crypto users. So, it’s not a surprise that people are looking for substitutes after the closing of the Binance card program in Europe. And there are at least dozens of crypto cards in the world in total. In our study, there are almost 100 of them, and these are only the cards that are publicly available on the net in English. This number doesn’t contain cards and crypto card providers still in development - only complete solutions. Nevertheless, not all of them are available for EEA countries, and at least we can talk about 20 different crypto cards public in the European Economic Area. Large crypto exchanges such as Coinbase, Gemini, Bybit, Bitstamp, Kraken, Nexo, Crypto.com, eToro, and Bitpanda have their crypto cards. Also, crypto card providers such as Xapo, Wirex, Choice (exCrypterium), Plutus, Monolith, and ShakePay. A basic list of existing crypto cards can be found in the Crypto Penetration database in Notion with . According to our research, there are at least 87 crypto cards in the world. Another public survey from the contains only 27 crypto cards there. And we haven't found any other crypto card research or tracker with the list of available crypto cards there. Crypto Cards Overview CryptoWisser portal If you have any feedback regarding the article's topic - please contact me by e-mail at editor@cryptopenetration.com or on . my X account

The Binance Card Program is Done, What Do You Do Now?

Are you weary of remembering which package manager you utilized for each project you wrote or tested? Do you crave a straightforward command that can "automagically" decide the appropriate one based on a found lock file, or use your preferred one when none is found? We have an effective solution for Powershell and bash(ish) users, inspired by the excellent concept of @chantastic in . I ended up creating the same function for use with Powershell, which can be conveniently employed on both Linux and Windows. Here it is: https://hackernoon.com/im-done-typing-npm-a-zsh-function-for-javascript-package-managers function p() {
  if (Test-Path -Path 'bun.lockb') {
    Write-Host -ForegroundColor Green "Using bun"
    & bun @($args)
  } elseif (Test-Path -Path 'pnpm-lock.yaml') {
    Write-Host -ForegroundColor Green "Using pnpm"
    & pnpm @($args)
  } elseif (Test-Path -Path 'yarn.lock') {
    Write-Host -ForegroundColor Green "Using yarn"
    & yarn @($args)
  } elseif (Test-Path -Path 'package-lock.json') {
    Write-Host -ForegroundColor Green "Using npm"
    & npm @($args)
  } else {
    Write-Host -ForegroundColor Green "Using pnpm"
    Write-Host -ForegroundColor Red "(No lock file found)"
    & pnpm @($args)
  }
} I incorporated some console prompts to remind us which package manager we're employing. As evident, the function is quite straightforward yet remarkably powerful. This doesn't establish any universal interface for using package managers, as stated by @chantastic. Its chief aim is to simplify the routine use of these tools without the need to remember precisely which one was utilized for the current project. I hope you find this solution intriguing and, more importantly, useful. If you make improvements, please share them so I can update this post! Thank you for your time in reading this!

I'm Also Done Writing npm (Sort of)

Nonprofit owners and managers must be as vigilant about protecting digital assets as the world’s most renowned tech companies. Financial institutions and health organizations have some of the highest concentrations of personally identifying information, but nonprofits are unsuspecting stores of Social Security numbers, banking information, and more. Insider threats are becoming more prevalent in the . How can nonprofits that require copious outside assistance keep data safe? digital threat landscape Unpacking Insider Threats The term “insider threats” is complex, primarily when nonprofit organizations have so many moving parts. Over threatened from the inside, meaning it should be a top priority for nonprofits whose mission is to improve the world. 90% of businesses feel They have permanent staff alongside a constantly rotating door of volunteers, sponsors, and business partners. Any one of these contributors may be an insider threat and compromise data with their access. Examples of inside threats include: Using fraudulent payment processing and accounting Working with threat actors to create vulnerabilities for cyberattacks Stealing donor or stakeholder information Selling data illegally to third parties Mismanaging fundraising funds with harmful intent Nonprofits to fraudulent activities like these. However, not all insider threats relate to digital resources, though they are some of the most common nowadays. Other insider threats include social engineering or manipulation of inside parties working for criminal outfits. These people can influence marketing, investing, and collaboration decisions for nonprofits. lose over 5% of revenue Nonprofits lose donor loyalty by ignoring the importance of protecting against insider threats. It has consequences on reputation and income. Most importantly, it impacts the charity’s mission when staff and supporters lose morale from compromised momentum. These strategies protect organizations on all sides from insider breaches. 1. Strict Volunteer Vetting Nonprofits rely on the kindness of volunteers to execute projects. Unfortunately, interest does not always signify good intentions. A desperate need for staff leads to people from every background having internal insights into the nonprofit. Most volunteers will work with honest intentions, but insider threats are too prevalent to provide blanket optimism. Vetting volunteers eliminates concerns because management can perform safety measures to ensure high-quality helpers. Nonprofits may interview, perform background checks, and review references to determine character quality. It provides because they have a strong sense of authenticity and trust. camaraderie between all volunteers 2. Limiting Permissions A case study of 20 nonprofit organizations revealed teams are too trusting. Around an overabundance of trust is the reason behind insider threats. Giving too many parties information and inadequate oversight are problems with simple remedies. Nonprofits must analyze this fact if they have yet to undergo digital transformation. 43% of participants stated Paper resources are more accessible for insider threats to tamper with or steal, and limiting who has access to business-critical information reduces the likelihood of theft. It also minimizes risk response because nonprofit managers will spend less time discovering the person or people behind the breach if only a small group of staff and volunteers have keys or passwords. 3. Developing Business Continuity Do nonprofit owners and managers have consistent documentation and plans that are easily accessible in case of an insider threat? Business continuity documents should be accessible to anyone detecting the insider threat. The plan must contain action steps for in a clear enough format that anyone can carry out the phases independently and notify relevant management. Here are some suggestions for what to include in a continuity plan in case of an insider threat: managing and reporting the threat Phone numbers and links for police Who to notify in information technology in the event of a digital breach Who to tell in management to contain the threat Shutdown actions, such as deactivating Wi-Fi, locking doors, or freezing company financial assets Executing digital backup recovery measures What evidence to gather Nonprofits are responsible for practicing and fine-tuning the continuity plans as new insider threats become more severe. Oversight must stay in touch with current events and trends in the sector to know what to protect against. Action must be proactive instead of reactive to have the most significant effectiveness. The plan must receive scheduled attention annually for reevaluation with advice from a fraud professional. The document should be thorough yet efficient because the last obstacle a nonprofit needs during a crisis is a too-laborious procedure for isolating the threat. 4. Establishing Culture Every previously mentioned action culminates into a nonprofit culture that opposes insider threats. The more a group works to establish that precedent, the more it reduces a threat actor’s willingness to work toward a breach. Creating safeguards and being transparent to donors and staff increases awareness of what the nonprofit is doing to protect its resources and people. Why would threat actors be motivated to target an organization with more robust security than another? Another way to establish a is to view protective measures as positive instead of preventive. For example, nonprofit organizations giving tours to new volunteers can point out their state-of-the-art security cameras and note which locations and documents are off-limits. Doing so outlines they do this out of safety for their staff, donors, and mission instead of out of fear or susceptibility to insider threats. positive culture that fights insider threats The more aware everyone is of these anti-insider threat details, the more likely workers are to report suspicious activity or challenge questionable language or actions from other stakeholders. Minimizing complacency and empowering staff members with confidence and agency increases the likelihood they expose insider threats. Even if they do not turn out to be legitimate, it diversifies a person’s view on what a threat could look like and how nonprofit managers can reduce false positives in the future. Guarding Against Insider Threats in Nonprofits Social good projects will only increase in influence as time goes on. More people will donate their time and money to causes to improve the world. However, this puts any relinquished data in a potential threat actor’s hands. Nonprofits are a great place for cybercriminals to gather data. Charities can set precedents that the sector is well-protected by using these strategies to deter malicious activity.

Digital Asset Protection: The Risk of Insider Threats for Nonprofits And What Can Be Done

I've typed for the last time. npm As developers, we have four package managers to choose from. And between personal, work, and open source projects, I use every last one of them. This is a problem because typing the wrong command costs time and irritation. JavaScript Below is a zsh function that I've used to eliminate package manager context switching heartache — typing when we meant or I when we mean ** ** . npm start bun start npm shudders yarn p() {
  if [[ -f bun.lockb ]]; then
    command bun "$@"
  elif [[ -f pnpm-lock.yaml ]]; then
    command pnpm "$@"
  elif [[ -f yarn.lock ]]; then
    command yarn "$@"
  elif [[ -f package-lock.json ]]; then
    command npm "$@"
  else
    command pnpm "$@"
  fi
} What this command does not do This function does not create a universal interface around the varied package managers. I don't find universal interfaces helpful. And I enjoy utilizing the subtleties in each package manager. My problem is the muscle memory around common commands ( , , and ), and those actions inadvertently spawning confusion. start install test Learn more Check out these references if you want to learn more about Zsh functions. Intro to zsh functions How to define and load your own shell function in zsh Also published . here

I'm Done Typing npm: A Zsh Function for JavaScript Package Managers

The Warden by Anthony Trollope, is part of the HackerNoon Books Series. You can jump to any chapter in this book . Conclusion here Conclusion Our tale is now done, and it only remains to us to collect the scattered threads of our little story, and to tie them into a seemly knot. This will not be a work of labour, either to the author or to his readers; we have not to deal with many personages, or with stirring events, and were it not for the custom of the thing, we might leave it to the imagination of all concerned to conceive how affairs at Barchester arranged themselves. On the morning after the day last alluded to, Mr Harding, at an early hour, walked out of the hospital, with his daughter under his arm, and sat down quietly to breakfast at his lodgings over the chemist's shop. There was no parade about his departure; no one, not even Bunce, was there to witness it; had he walked to the apothecary's thus early to get a piece of court plaster, or a box of lozenges, he could not have done it with less appearance of an important movement. There was a tear in Eleanor's eye as she passed through the big gateway and over the bridge; but Mr Harding walked with an elastic step, and entered his new abode with a pleasant face. "Now, my dear," said he, "you have everything ready, and you can make tea here just as nicely as in the parlour at the hospital." So Eleanor took off her bonnet and made the tea. After this manner did the late Warden of Barchester Hospital accomplish his flitting, and change his residence. It was not long before the archdeacon brought his father to discuss the subject of a new warden. Of course he looked upon the nomination as his own, and he had in his eye three or four fitting candidates, seeing that Mr Cummins's plan as to the living of Puddingdale could not be brought to bear. How can I describe the astonishment which confounded him, when his father declared that he would appoint no successor to Mr Harding? "If we can get the matter set to rights, Mr Harding will return," said the bishop; "and if we cannot, it will be wrong to put any other gentleman into so cruel a position." It was in vain that the archdeacon argued and lectured, and even threatened; in vain he my-lorded his poor father in his sternest manner; in vain his "good heavens!" were ejaculated in a tone that might have moved a whole synod, let alone one weak and aged bishop. Nothing could induce his father to fill up the vacancy caused by Mr Harding's retirement. Even John Bold would have pitied the feelings with which the archdeacon returned to Plumstead: the church was falling, nay, already in ruins; its dignitaries were yielding without a struggle before the blows of its antagonists; and one of its most respected bishops, his own father,—the man considered by all the world as being in such matters under his, Dr Grantly's, control,—had positively resolved to capitulate, and own himself vanquished! And how fared the hospital under this resolve of its visitor? Badly indeed. It is now some years since Mr Harding left it, and the warden's house is still tenantless. Old Bell has died, and Billy Gazy; the one-eyed Spriggs has drunk himself to death, and three others of the twelve have been gathered into the churchyard mould. Six have gone, and the six vacancies remain unfilled! Yes, six have died, with no kind friend to solace their last moments, with no wealthy neighbour to administer comforts and ease the stings of death. Mr Harding, indeed, did not desert them; from him they had such consolation as a dying man may receive from his Christian pastor; but it was the occasional kindness of a stranger which ministered to them, and not the constant presence of a master, a neighbour, and a friend. Nor were those who remained better off than those who died. Dissensions rose among them, and contests for pre-eminence; and then they began to understand that soon one among them would be the last,—some one wretched being would be alone there in that now comfortless hospital,—the miserable relic of what had once been so good and so comfortable. The building of the hospital itself has not been allowed to go to ruins. Mr Chadwick, who still holds his stewardship, and pays the accruing rents into an account opened at a bank for the purpose, sees to that; but the whole place has become disordered and ugly. The warden's garden is a wretched wilderness, the drive and paths are covered with weeds, the flower-beds are bare, and the unshorn lawn is now a mass of long damp grass and unwholesome moss. The beauty of the place is gone; its attractions have withered. Alas! a very few years since it was the prettiest spot in Barchester, and now it is a disgrace to the city. Mr Harding did not go out to Crabtree Parva. An arrangement was made which respected the homestead of Mr Smith and his happy family, and put Mr Harding into possession of a small living within the walls of the city. It is the smallest possible parish, containing a part of the Cathedral Close and a few old houses adjoining. The church is a singular little Gothic building, perched over a gateway, through which the Close is entered, and is approached by a flight of stone steps which leads down under the archway of the gate. It is no bigger than an ordinary room,—perhaps twenty-seven feet long by eighteen wide,—but still it is a perfect church. It contains an old carved pulpit and reading-desk, a tiny altar under a window filled with dark old-coloured glass, a font, some half-dozen pews, and perhaps a dozen seats for the poor; and also a vestry. The roof is high pitched, and of black old oak, and the three large beams which support it run down to the side walls, and terminate in grotesquely carved faces,—two devils and an angel on one side, two angels and a devil on the other. Such is the church of St Cuthbert at Barchester, of which Mr Harding became rector, with a clear income of seventy-five pounds a year. Here he performs afternoon service every Sunday, and administers the Sacrament once in every three months. His audience is not large; and, had they been so, he could not have accommodated them: but enough come to fill his six pews, and on the front seat of those devoted to the poor is always to be seen our old friend Mr Bunce, decently arrayed in his bedesman's gown. Mr Harding is still precentor of Barchester; and it is very rarely the case that those who attend the Sunday morning service miss the gratification of hearing him chant the Litany, as no other man in England can do it. He is neither a discontented nor an unhappy man; he still inhabits the lodgings to which he went on leaving the hospital, but he now has them to himself. Three months after that time Eleanor became Mrs Bold, and of course removed to her husband's house. There were some difficulties to be got over on the occasion of the marriage. The archdeacon, who could not so soon overcome his grief, would not be persuaded to grace the ceremony with his presence, but he allowed his wife and children to be there. The marriage took place in the cathedral, and the bishop himself officiated. It was the last occasion on which he ever did so; and, though he still lives, it is not probable that he will ever do so again. Not long after the marriage, perhaps six months, when Eleanor's bridal-honours were fading, and persons were beginning to call her Mrs Bold without twittering, the archdeacon consented to meet John Bold at a dinner-party, and since that time they have become almost friends. The archdeacon firmly believes that his brother-in-law was, as a bachelor, an infidel, an unbeliever in the great truths of our religion; but that matrimony has opened his eyes, as it has those of others. And Bold is equally inclined to think that time has softened the asperities of the archdeacon's character. Friends though they are, they do not often revert to the feud of the hospital. Mr Harding, we say, is not an unhappy man: he keeps his lodgings, but they are of little use to him, except as being the one spot on earth which he calls his own. His time is spent chiefly at his daughter's or at the palace; he is never left alone, even should he wish to be so; and within a twelvemonth of Eleanor's marriage his determination to live at his own lodging had been so far broken through and abandoned, that he consented to have his violoncello permanently removed to his daughter's house. Every other day a message is brought to him from the bishop. "The bishop's compliments, and his lordship is not very well to-day, and he hopes Mr Harding will dine with him." This bulletin as to the old man's health is a myth; for though he is over eighty he is never ill, and will probably die some day, as a spark goes out, gradually and without a struggle. Mr Harding does dine with him very often, which means going to the palace at three and remaining till ten; and whenever he does not the bishop whines, and says that the port wine is corked, and complains that nobody attends to him, and frets himself off to bed an hour before his time. It was long before the people of Barchester forgot to call Mr Harding by his long well-known name of Warden. It had become so customary to say Mr Warden, that it was not easily dropped. "No, no," he always says when so addressed, "not warden now, only precentor." About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. Anthony Trollope (1996). The Warden. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/619/pg619-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at , located at www.gutenberg.org https://www.gutenberg.org/policy/license.html.

Our tale is now done

United States Of America. v. Microsoft Corporation Court Filing by Thomas Penfield Jackson, November 5, 1999 is part of . You can jump to any part in this filing . This is part 57 of 57. HackerNoon’s Legal PDF Series here VII. THE EFFECT ON CONSUMERS OF MICROSOFT’S EFFORTS TO PROTECT THE APPLICATIONS BARRIER TO ENTRY The debut of Internet Explorer and its rapid improvement gave Netscape an incentive to improve Navigator’s quality at a competitive rate. The inclusion of Internet Explorer with Windows at no separate charge increased general familiarity with the Internet and reduced the cost to the public of gaining access to it, at least in part because it compelled Netscape to stop charging for Navigator. These actions thus contributed to improving the quality of Web browsing software, lowering its cost, and increasing its availability, thereby benefitting consumers. To the detriment of consumers, however, Microsoft has done much more than develop innovative browsing software of commendable quality and offer it bundled with Windows at no additional charge. As has been shown, Microsoft also engaged in a concerted series of actions designed to protect the applications barrier to entry, and hence its monopoly power, from a variety of middleware threats, including Netscape’s Web browser and Sun’s implementation of Java. Many of these actions have harmed consumers in ways that are immediate and easily discernible. They have also caused less direct, but nevertheless serious and far-reaching, consumer harm by distorting competition. By refusing to offer those OEMs who requested it a version of Windows without Web browsing software, and by preventing OEMs from removing Internet Explorer — or even the most obvious means of invoking it — prior to shipment, Microsoft forced OEMs to ignore consumer demand for a browserless version of Windows. The same actions forced OEMs either to ignore consumer preferences for Navigator or to give them a Hobson’s choice of both browser products at the cost of increased confusion, degraded system performance, and restricted memory. By ensuring that Internet Explorer would launch in certain circumstances in Windows 98 even if Navigator were set as the default, and even if the consumer had removed all conspicuous means of invoking Internet Explorer, Microsoft created confusion and frustration for consumers, and increased technical support costs for business customers. Those Windows purchasers who did not want browsing software — businesses, or parents and teachers, for example, concerned with the potential for irresponsible Web browsing on PC systems — not only had to undertake the effort necessary to remove the visible means of invoking Internet Explorer and then contend with the fact that Internet Explorer would nevertheless launch in certain cases; they also had to (assuming they needed new, non-browsing features not available in earlier versions of Windows) content themselves with a PC system that ran slower and provided less available memory than if the newest version of Windows came without browsing software. By constraining the freedom of OEMs to implement certain software programs in the Windows boot sequence, Microsoft foreclosed an opportunity for OEMs to make Windows PC systems less confusing and more user-friendly, as consumers desired. By taking the actions listed above, and by enticing firms into exclusivity arrangements with valuable inducements that only Microsoft could offer and that the firms reasonably believed they could not do without, Microsoft forced those consumers who otherwise would have elected Navigator as their browser to either pay a substantial price (in the forms of downloading, installation, confusion, degraded system performance, and diminished memory capacity) or content themselves with Internet Explorer. Finally, by pressuring Intel to drop the development of platform-level NSP software, and otherwise to cut back on its software development efforts, Microsoft deprived consumers of software innovation that they very well may have found valuable, had the innovation been allowed to reach the marketplace. None of these actions had pro-competitive justifications. Many of the tactics that Microsoft has employed have also harmed consumers indirectly by unjustifiably distorting competition. The actions that Microsoft took against Navigator hobbled a form of innovation that had shown the potential to depress the applications barrier to entry sufficiently to enable other firms to compete effectively against Microsoft in the market for Intel-compatible PC operating systems. That competition would have conduced to consumer choice and nurtured innovation. The campaign against Navigator also retarded widespread acceptance of Sun’s Java implementation. This campaign, together with actions that Microsoft took with the sole purpose of making it difficult for developers to write Java applications with technologies that would allow them to be ported between Windows and other platforms, impeded another form of innovation that bore the potential to diminish the applications barrier to entry. There is insufficient evidence to find that, absent Microsoft’s actions, Navigator and Java already would have ignited genuine competition in the market for Intel-compatible PC operating systems. It is clear, however, that Microsoft has retarded, and perhaps altogether extinguished, the process by which these two middleware technologies could have facilitated the introduction of competition into an important market. Most harmful of all is the message that Microsoft’s actions have conveyed to every enterprise with the potential to innovate in the computer industry. Through its conduct toward Netscape, IBM, Compaq, Intel, and others, Microsoft has demonstrated that it will use its prodigious market power and immense profits to harm any firm that insists on pursuing initiatives that could intensify competition against one of Microsoft’s core products. Microsoft’s past success in hurting such companies and stifling innovation deters investment in technologies and businesses that exhibit the potential to threaten Microsoft. The ultimate result is that some innovations that would truly benefit consumers never occur for the sole reason that they do not coincide with Microsoft’s self-interest. About We bring you the most important technical and insightful public domain court case filings. HackerNoon Legal PDF Series: This court case Civil Action No. 98-1232 (TPJ) retrieved on 2-13-2023, from is part of the public domain. The court-created documents are works of the federal government, and under copyright law, are automatically placed in the public domain and may be shared without legal restriction. justice.gov

What Microsoft Has Done to Protect Its Monopoly: The Effect on the Consumers

As a product practitioner, you probably nod your head when you hear the term Jobs-to-be-done. "Customer jobs" are cool to talk about. This is something we hear all the time. "Our customers "hire" our products to help them with something in their lives." Everyone is on the same page. In this article, I'll explain why I believe nearly no one understands or applies the theory correctly in practice. I’ll show why it’s hard to apply practically, and that even if the business really wanted to do it, they'd have to do a lot of work. Finally, I’ll explain that it’s not perfect for new products unless you’re lucky or have a lot of skill and time. What's Wrong With Jobs? You’re Not Ready For It The main problem with how we think about Jobs-to-Be-Done is that it's the exact opposite of how people usually end up making things. Most people start with ideas and then look for problems that fit those ideas. And what do they do when the idea doesn't work? They either retrofit the idea to fit or look for additional confirmatory data for the idea. Sure, they might change some parts of the idea and the way they present it and the new product they're making, but because the idea has caught on, they can't see past the evidence. This part is not unique to jobs-to-be-done. Most methods of design thinking start with needs or problems and then move on to solutions. But when it comes to jobs, the same job can be done in so many different ways that you can't prepare for what you'll find out. 9/10 your product won’t fit the jobs, so you’ll discard them or end up paying lip service to them. Because of this, the word "jobs" has become nothing more than a way to make people sound smart in presentations in most cases. Great Theory, Patchy Practice The other problem with Jobs is that, much like strategy, it doesn’t have a complete set of practices to implement it. The theory is strong, but the practice is shrouded in some level of mystery. There are 2 main schools of JTBD thought: Tony Ulwick’s Bob Moesta's, et al. While the theory was developed by Clayton Christensen, with Bob as one of his main collaborators, Tony Ulwick claims to have introduced it to Christensen originally. Since then, the practical application paths have diverged. Tony Ulwick’s Outcome-Driven Innovation is one path. Bob Moesta and his partners have developed their own path. Many more authors have put their own spin on the jobs-to-be-done practice. But the main point is that these people are consultants who want you to bring them into your organization so they can use their knowledge (and get paid a lot of money). So they always leave out a few things. For example, it's only hinted at and rarely fully explained that Moesta's process during the analysis relies heavily on fairly complicated cluster analysis, for which there is no standard application. Of course, Ulwick doesn't tell all of his secrets either. Others have come up with their own mixed methods, but the point is that if you don't hire those people, your research on jobs-to-be-done will probably run into some problems and probably die before you can use it in a practical way. It’s a Lot of Work Even if You Decide to Do It Intercom and Basecamp were two of the most well-known examples of how JTBD was used successfully in a semi-open environment, and they went on to tell the world about their success. But the details are what really matter. It wasn’t a 1-month engagement for them. So it's likely that if you hired an agency that tried to copy the books as closely as possible or, even worse, if you let your busy product managers do this research on their own, your JTBD research won't be strong enough to get you anywhere. Companies must be willing to spend the time and money needed to figure out what their customers want and why, as well as to question what they think they know about their products and markets. Rarely is that the case, though, because most companies are on fire and need solutions yesterday. Existing Products vs. Existing Jobs Lastly, jobs can reveal the existing process behind how their potential customers solve their jobs. However, jobs work much better if you already have a product that people buy (so you can figure out what job they're hiring it for) or if people use similar alternatives to your product (so you can understand the job and redesign the solution to fit the job better and win the customer). In the second case, where you're trying to figure out what products people hire, it can be expensive and time-consuming to trawl the solution space or even the problem space so you can design something that fits better. Sure, it works for mattresses (the Casper mattress case is one of the examples used to show how to interview customers). For some jobs, you probably won't hire anything very different besides a mattress, so it works in that case. However, if you're creating something radical, you must first understand the jobs or activities that people perform in order to latch onto something in your exploration. "Entertain me" is a job with a million answers and hundreds of nuances. So, unless you get lucky (or convince yourself that your rough idea fits the job you find), you should be ready for a long search. Conclusion Jobs-to-be-done is a powerful tool for product practitioners, but it is important to understand its limitations and the effort required to make it work. In most cases, it is not a one-month engagement, and it requires significant resources to trawl the solution and problem spaces in order to design something that fits the job better. Without the right resources and time commitment, JTBD research will not be strong enough to get the desired results.

Why 'Jobs-to-be-Done' Doesn't Work and What You Should be Doing Instead

কেন 'জবস-টু-বি-ডোন' কাজ করে না এবং পরিবর্তে আপনার কী করা উচিত

Warum „Jobs-to-be-Done“ nicht funktioniert und was Sie stattdessen tun sollten

Por qué los 'trabajos por hacer' no funcionan y qué debería hacer en su lugar

Pourquoi les « tâches à accomplir » ne fonctionnent pas et que devriez-vous faire à la place

'जॉब्स-टू-बी-डन' क्यों काम नहीं करता है और इसके बजाय आपको क्या करना चाहिए

「やるべき仕事」が機能しない理由と、代わりに何をすべきか

'해야 할 일'이 효과가 없는 이유와 대신 해야 할 일

Por que 'tarefas a serem realizadas' não funcionam e o que você deveria fazer em vez disso

Почему «задачи, которые нужно выполнить» не работают и что вам следует делать вместо этого

'Yapılacak İşler' Neden İşe Yaramıyor ve Bunun Yerine Ne Yapmanız Gerekiyor?

Tại sao 'Công việc phải làm' không hiệu quả và thay vào đó bạn nên làm gì

为什么“待完成的工作”不起作用以及你应该做什么

Hey Hackers, Lightrun has been nominated in HackerNoon's annual Startup of the Year awards in Tel Aviv, Israel. Please vote for us here: https://hackernoon.com/startups/asia/asia-tel-aviv-israel Are you also participating in SOTY 2023? If so, click here to fill out this interview. Read more about us below to understand why we deserve your vote. Meet Lightrun is a developer-native dynamic observability platform trusted by top Fortune 10 and Fortune 500 organizations.  Lightrun empowers developers to troubleshoot even the most complex remote and distributed workloads at runtime directly from their integrated development environments (IDEs), without the need to interrupt the application, modify its state, or redeploy it. Using Dynamic logs, snapshots (known as virtual breakpoints), and Metrics, developers can easily debug their applications whether they are written in , , , or .NET, and resolve critical issues fast. Lightrun Java Node Python My Role , Global Head of Product Marketing. Eran Kinsbruner I am an executive product marketer with over 20 years of experience in the software development space as well as an author of 4 different books. I currently work at Lightrun who’s the leader in developer native observability. It allows developers to easily debug their remote and distributed workload applications directly from their IDE without the need for re-deployments or code changes. This allows for solving production and pipeline issues fast at enterprise-grade security. How We're Disrupting/Improving the Observability Industry Lightrun operates within the realm of observability and troubleshooting, serving as a pivotal bridge between conventional APM and Logging solutions that predominantly serve the operational aspect. Unlike these solutions that predominantly cater to operations personnel, Lightrun takes a proactive approach by shifting the focus of observability toward developers themselves. By seamlessly connecting developers to their live applications, Lightrun empowers them with real-time insights and diagnostic capabilities, enabling them to identify, address, and rectify issues more efficiently. Standing Out from The Crowd Lightrun is able to perform across multiple runtime languages (Java, Python, Node, and .NET) within the native IDEs and in runtime. This allows developers to add valuable telemetry in production and other runtime environments without disruptions and redeployments, hence, optimizing MTTR and developer productivity while reducing the overall cost of logging and engineering. Our Predictions/Thoughts on the Observability Industry in 2023 Myself and Lightrun believe that a few trends will reshape the DevOps landscape in the coming years. The adoption of AI solutions throughout the entire DevOps pipeline will introduce new ways of effective software development lifecycles from coding through debugging and monitoring activities. In addition, the discipline of platform engineering will become the new de facto method for software engineering and allow better optimization and utilization of solutions that better serve product development. Lastly, there will be a consolidation between security vulnerability remediation and observability. Developers will use solutions like dynamic observability and Lightrun to better assess exploitability of CVEs in their live production applications. What word defines the state of Observability in 2023? Shift-left is the main theme and pattern that defines the state of observability in 2023. More and more developers and engineering managers utilize dynamic observability to better connect to their remote and distributed applications (cloud-native, serverless, etc.) and respond faster to outages, production disasters, progressive delivery validation, and testing in production. Why we decided to participate in HackerNoon's Startup of the Year awards We believe that our platform is unique and offers a whole new method for developers to debug and connect to their live applications even post the deployment phase regardless of where the app is running and at what scale. We hope to be recognized for that uniqueness. Final Thoughts Lightrun is a unique solution within the observability space that is not only an enterprise-grade platform but a fully integrated and collaborative one. It complements most of the traditional observability solutions like APM tools, Logging, and other telemetry offerings and creates for its clients a full cycle observability from the coding phase to production. Vote for us today! https://hackernoon.com/startups/asia/asia-tel-aviv-israel

Observability Done Right – Interview With Startups of the Year Nominee, Lightrun

Observabilidad bien hecha: entrevista con el nominado a Startups del año, Lightrun

L'observabilité est bien faite – Entretien avec le candidat aux startups de l'année, Lightrun

अवलोकनशीलता सही हुई - वर्ष के नामांकित व्यक्ति, लाइट्रन के स्टार्टअप के साथ साक्षात्कार

可観測性は正しく行われています – スタートアップ オブ ザ イヤーにノミネートされた Lightrun 氏へのインタビュー

Observabilidade feita da maneira certa – Entrevista com o indicado para startups do ano, Lightrun

Khả năng quan sát được thực hiện đúng - Phỏng vấn các công ty khởi nghiệp được đề cử của năm, Lightrun

正确的可观察性——采访年度初创公司提名者 Lightrun

Emily of New Moon by L. M. Montgomery, is part of the HackerNoon Books Series. You can jump to any chapter in this book here . “She Couldn’t Have Done It” CHAPTER XXV. “She Couldn’t Have Done It” GREAT-AUNT NANCY and Caroline Priest were wont to colour their grey days with the remembered crimsons of old, long-past delights and merry-makings, but they went further than this and talked over any number of old family histories before Emily with a total disregard of her youth. Loves, births, deaths, scandals, tragedies—anything that came into their old heads. Nor did they spare details. Aunt Nancy revelled in details. She forgot nothing, and sins and weaknesses that death had covered and time shown mercy to were ruthlessly dragged out and dissected by this ghoulish old lady. Emily was not quite certain whether she really liked it or not. It fascinating—it fed some dramatic hunger in her—but it made her feel unhappy somehow, as if something very ugly were concealed in the darkness of the pit they opened before her innocent eyes. As Aunt Laura had said, her youth protected her to some extent, but it could not save her from a dreadful understanding of the pitiful story of Ilse’s mother on the afternoon when it seemed good to Aunt Nancy to resurrect that tale of anguish and shame. was Emily was curled up on the sofa in the back parlour, reading The Scottish Chiefs because it was a breathlessly hot July afternoon—too hot to haunt the bay shore. Emily was feeling very happy. The Wind Woman was ruffling over the big maple grove behind the Grange, turning the leaves until every tree seemed to be covered with strange, pale, silvery blossoms; fragrances drifted in from the garden; the world was lovely; she had had a letter from Aunt Laura saying that one of Saucy Sal’s kittens had been saved for her. Emily had felt when Mike II died that she would never want another cat. But now she found she did. Everything suited her very well; she was so happy that she should have sacrificed her dearest possession to the jealous gods if she had known anything about the old pagan belief. Aunt Nancy was tired of playing solitaire. She pushed the cards away and took up her knitting. “Emily,” she said, “has your Aunt Laura any notion of marrying Dr. Burnley?” Emily, recalled thus abruptly from the field of Bannockburn, looked bored. Blair Water gossip had often asked or hinted this question; and now it met her in Priest Pond. “No, I’m sure she hasn’t,” she said. “Why, Aunt Nancy, Dr. Burnley women.” hates Aunt Nancy chuckled. “Thought perhaps he’d got over that. It’s eleven years now since his wife ran away. Few men hold to one idea for anything like eleven years. But Allan Burnley always was stubborn in anything—love or hate. He still loves his wife—and that is why he hates her memory and all other women.” “I never heard the rights of that story,” said Caroline. “Who was his wife?” “Beatrice Mitchell—one of the Shrewsbury Mitchells. She was only eighteen when Allan married her. He was thirty-five. Emily, never you be fool enough to marry a man much older than yourself.” Emily said nothing. The Scottish Chiefs was forgotten. Her finger-tips were growing cold as they always did in excitement, her eyes turning black. She felt that she was on the verge of solving the mystery that had so long worried and puzzled her. She was desperately afraid that Aunt Nancy would branch off to something else. “I’ve heard she was a great beauty,” said Caroline. Aunt Nancy sniffed. “Depends on your taste in style. Oh, she was pretty—one of your golden-haired dolls. She had a little birthmark over her left eyebrow—just like a tiny red heart—I never could see anything but that mark when I looked at her. But her flatterers told her it was a beauty spot—‘the Ace of Hearts’ they called her. Allan was mad about her. She had been a flirt before her marriage. But I say—for justice among women is a rare thing, Caroline— , for instance, are an unjust old hag—that she didn’t flirt after marrying—openly, at least. She was a sly puss—always laughing and singing and dancing—no wife for Allan Burnley if you ask me. And he could have had Laura Murray. But between a fool and a sensible woman did a man ever hesitate? The fool wins every time, Caroline. That’s why never got a husband. You were too sensible. I got mine by pretending to be a fool. Emily, you remember that. You have brains—hide them. Your ankles will do more for you than your brains ever will.” will you you “Never mind Emily’s ankles,” said Caroline, keen on a scandal hunt. “Go on about the Burnleys.” “Well, there was a cousin of hers—Leo Mitchell from Shrewsbury. You remember the Mitchells, don’t you, Caroline? This Leo was a handsome fellow—a sea-captain. He had been in love with Beatrice, so gossip ran. Some said Beatrice wanted him but that her people made her marry Allan Burnley because he was the better match. Who knows? Gossip lies nine times and tells a half truth the tenth. She pretended to be in love with Allan anyhow, and he believed it. When Leo came home from a voyage and found Beatrice married he took it coolly enough. But he was always over at Blair Water. Beatrice had plenty of excuses. Leo was her cousin—they had been brought up together—they were like brother and sister—she was so lonesome in Blair Water after living in a town—he had no home except with a brother. Allan took it all down—he was so infatuated with her she could have made him believe anything. She and Leo were always together there when Allan was away seeing his patients. Then came the night Leo’s vessel—The Lady of Winds—was to sail from Blair Harbour for South America. He went—and my lady Beatrice went with him.” A queer little strangled sound came from Emily’s corner. If Aunt Nancy or Caroline had looked at her they would have seen that the child was white as the dead, with wide, horror-filled eyes. But they did not look. They knitted and gossiped on, enjoying themselves hugely. “How did the doctor take it?” asked Caroline. “Take it—take it—nobody knows. Everybody knows what kind of a man he’s been ever since, though. He came home that night at dusk. The baby was asleep in its crib and the servant girl was watching it. She told Allan that Mrs. Burnley had gone to the harbour with her cousin for a good-bye walk and would be back at ten. Allan waited for her easily enough—he never doubted her—but she didn’t come back. She had never intended to come back. In the morning The Lady of Winds was gone—had sailed out of the harbour at dark the night before. Beatrice had gone on board with him—that was all anybody knew. Allan Burnley nothing, beyond forbidding her name ever to be mentioned in his hearing again. But The Lady of Winds was lost with all on board off Hatteras and that was the end of that elopement, and the end of Beatrice with her beauty and her laughter and her Ace of Hearts.” said “But not the end of the shame and wretchedness she brought to her home,” said Caroline shrewishly. “I’d tar and feather such a woman.” “Nonsense—if a man can’t look after his wife—if he blinds his own eyes— Mercy on us, child, what is the matter?” For Emily was standing up, holding out her hands as if pushing some loathly thing from her. “I don’t believe it,” she cried, in a high, unnatural voice. “I don’t believe Ilse’s mother did . She didn’t—she couldn’t have—not Ilse’s .” that mother “Catch her, Caroline!” cried Aunt Nancy. But Emily, though the back parlour had whirled about her for a second, had recovered herself. “Don’t touch me!” she cried passionately. “Don’t touch me! You—you—you hearing that story!” liked She rushed out of the room. Aunt Nancy looked ashamed for a moment. For the first time it occurred to her that her scandal-loving old tongue had done a black thing. Then she shrugged her shoulders. “She can’t go through life in cotton wool. Might as well learn spades are spades now as ever. I would have thought she’d have heard it all long ago if Blair Water gossip is what it used to be. If she goes home and tells this I’ll have the indignant virgins of New Moon coming down on me in holy horror as a corrupter of youth. Caroline, don’t you ask me to tell you any more family horrors before my niece, you scandalous old woman. At your age! I’m surprised at you!” Aunt Nancy and Caroline returned to their knitting and their spicy reminiscences, and upstairs in the Pink Room Emily lay face downwards on her bed and cried for hours. It was so horrible—Ilse’s mother had run away and left her little baby. To Emily that was the awful thing—the strange, cruel, heartless thing that Ilse’s mother had done. She could not bring herself to believe it—there was some mistake somewhere—there . was “Perhaps she was kidnapped,” said Emily, trying desperately to explain it. “She just went on board to look around—and he weighed anchor and carried her off. She have gone away of her own accord and left her dear little baby.” couldn’t The story haunted Emily in good earnest. She could think of nothing else for days. It took possession of her and worried and gnawed at her with an almost physical pain. She dreaded going back to New Moon and meeting Ilse with this consciousness of a dark secret which she must hide from her. Ilse knew nothing. She had asked Ilse once where her mother was buried and Ilse had said, “Oh, I don’t know. At Shrewsbury, I guess—that’s where all the Mitchells are buried.” Emily wrung her slim hands together. She was as sensitive to ugliness and pain as she was to beauty and pleasure, and this thing was both hideous and agonizing. Yet she could not keep from thinking about it, day and night. Life at Wyther Grange suddenly went stale. Aunt Nancy and Caroline all at once gave up talking family history, even harmless history, before her. And as it was painful repression for them, they did not encourage her hanging round. Emily began to feel that they were glad when she was out of hearing, so she kept away and spent most of her days wandering on the bay shore. She could not compose any poetry—she could not write in her Jimmy-book—she could not even write to her father. Something seemed to hang between her and her old delights. There was a drop of poison in every cup. Even the filmy shadows on the great bay, the charm of its fir-hung cliffs and its little purple islets that looked like outposts of fairyland, could not bring to her the old “fine, careless rapture.” She was afraid she could never be happy again—so intense had been her reaction to her first revelation of the world’s sin and sorrow. And under it all, persisted the same incredulity—Ilse’s mother have done it—and the same helpless longing to prove she couldn’t have done it. But how could it be proved? It couldn’t. She had solved one “mystery” but she had stumbled into a darker one—the reason why Beatrice Burnley had never come back on that summer twilight of long ago. For, all the evidence of facts to the contrary notwithstanding, Emily persisted in her secret belief that whatever the reason , it was that she had gone away in The Lady of Winds when that doomed ship sailed out into the starlit wonder of the gulf beyond Blair Harbour. couldn’t was not About HackerNoon Book Series: We bring you the most important technical, scientific, and insightful public domain books. This book is part of the public domain. L. M. Montgomery (2020). Emily of New Moon. Urbana, Illinois: Project Gutenberg. Retrieved https://www.gutenberg.org/cache/epub/61236/pg61236-images.html This eBook is for the use of anyone anywhere at no cost and with almost no restrictions whatsoever. You may copy it, give it away or re-use it under the terms of the Project Gutenberg License included with this eBook or online at www.gutenberg.org , located at https://www.gutenberg.org/policy/license.html.

“She Couldn’t Have Done It”

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