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To me it's pretty clearly the same targeted advertising available anywhere with the extra claim of using "voice data". It doesn't say what the voice data is or where it comes from. They could say that when people do google searches using Siri/OkGoogle/the microphone option on Google - it's information they would use in an anonymized way to target ads, or rather Google does on your behalf, and it's technically a derivative of voice data.

I'm skeptical this is what people might think it is. To be clear, I think most readers would interpret this as "your phone is surreptiously listening to you via your microphone." If that were true, then there would be telltale signs of resource draw. Handling rich audio data has practical costs, whether battery, CPU, network, memory, and/or disk; that data has to be stored, transmitted, and processed somehow. I've never seen analysis that shows that's happening. Not to mention this capability is beyond what audio capture APIs in Android and iOS offer, as far as I know.

The importance of user-centricity, demands a broad-based view of where design can make a difference. We live in a world where your smartphone can warn you to leave early for your next appointment because of traffic, and your house knows when you’ll be home and therefore when to turn on the heat. The boundaries between products and services are merging into integrated experiences.

Our research suggests that overcoming isolationist tendencies is extremely valuable. One of the strongest correlations we uncovered linked top financial performers and companies that said they could break down functional silos and integrate designers with other functions. This was particularly notable in consumer-packaged-goods (CPG) businesses, where respondents from companies that were top-quartile integrators reported compound annual growth rates some seven percentage points above those that were weakest in this respect.

Ford, once a big client, now has its own internal design lab modeled by Ideo to emulate the design firm’s own process.

Meanwhile, issues that Ideo often speaks on publicly, like DEI and the environment, simply do not generate much revenue. The source estimates Ideo did all of $2 million in climate-related work in the past year.

By Katharine Schwab4 minute ReadOver the last year, Ideo’s philosophy of “design thinking“–a codified, six-step process to solve problems creatively–has come under fire. It’s been called bullshit, the opposite of inclusive design, and a failed experiment. It’s even been compared to syphilis.Ideo as an institution has rarely responded to critiques of design thinking or acknowledged its flaws. But at the Fast Company Innovation Festival, Ideo partner and leader of its Cambridge, Massachusetts, office Michael Hendrix had a frank conversation with Co.Design senior writer Mark Wilson about why design thinking has gotten so much flack.“I think it’s fair to critique design thinking, just as it’s fair to critique any other design strategy,” Hendrix says. “There’s of course many poor examples of design thinking, and there’s great examples. Just like there’s poor examples of industrial design and graphic design and different processes within organizations.”Part of the problem is that many people use the design thinking methodology in superficial ways. Hendrix calls it the “theater of innovation.” Companies know they need to be more creative and innovative, and because they’re looking for fast ways to achieve those goals, they cut corners.“We get a lot of the materials that look like innovation, or look like they make us more creative,” Hendrix says. “That could be anything from getting a bunch of Sharpie markers and Post-its and putting them in rooms for brainstorms, to having new dress codes, to programming play into the week. They all could be good tools to serve up creativity or innovation, they all could be methods of design thinking, but without some kind of history or strategy to tie them together, and track their progress, track their impact, they end up being a theatrical thing that people can point to and say, ‘oh we did that.'”

“If you make something rigid and formulaic, it could absolutely fail,” he says. “You want to rely on milestones in the creative process, but you don’t want it to be a reactive process that loses its soul.”

“There is a real need to build respect for one another and trust in the safety of sharing ideas so you can move forward,” Hendrix says. “Knowing when to bring judgments is important. Cultures that are highly judgy, that have hierarchy, that are rewarding the person who is the smartest person in the room, don’t do well with this kind of methodology.”

There are a multitude of viable culprits behind this revenue drop. Robson himself pointed to the pandemic and tightened global budgets while arguing that “the widespread adoption of design thinking . . . has reduced demand for our services.” (Ideo was, in part, its own competition here since for years, it sold courses on design thinking.) It’s perhaps worth noting that, while design thinking was a buzzword from the ’90s to the early 2010s, it’s commonly met with all sorts of criticism today.

“People were like, ‘We did the process, why doesn’t our business transform?'” says Cliff Kuang, a UX designer and coauthor of User Friendly (and a former Fast Company editor). He points to PepsiCo, which in 2012 hired its first chief design officer and opened an in-house design studio. The investment has not yielded a string of blockbusters (and certainly no iPhone for soda). One widely promoted product, Drinkfinity, attempted to respond to diminishing soft-drink sales with K-Cup-style pods and a reusable water bottle. The design process was meticulous, with extensive prototyping and testing. But Drinkfinity had a short shelf life, discontinued within two years of its 2018 release.

“Design is rarely the thing that determines whether something succeeds in the market,” Kuang says. Take Amazon’s Kindle e-reader. “Jeff Bezos henpecked the original Kindle design to death. Because he didn’t believe in capacitive touch, he put a keyboard on it, and all this other stuff,” Kuang says. “Then the designer of the original Kindle walked and gave [the model] to Barnes & Noble.” Barnes & Noble released a product with a superior physical design, the Nook. But design was no match for distribution. According to the most recent data, Amazon owns approximately 80% of the e-book market share.

The rise of mobile computing has forced companies to create effortless user experiences—or risk getting left behind. When you hail an Uber or order toilet paper in a single click, you are reaping the benefits of carefully considered design. A 2018 McKinsey study found that companies with the strongest commitment to design and the best execution of design principles had revenue that was 32 percentage points higher—and shareholder returns that were 56 percentage points higher—than other companies.

I have come to see funks as an entirely internal phenomenon: a persistent psychological block that gets darker and denser each moment you stay in it.

From Swami Vivekananda’s “Inspired Talks”:“We are what our thoughts have made us; so take care of what you think. Words are secondary. Thoughts live, they travel far. Each thought is [like] a little hammer blow on the lump of iron which our bodies are, manufacturing out of it what we want to be.”

As the “am I ready?” question continues to ricochet off myself and others, I’m finally viewing it for what it is: a clever, creative way to procrastinate self-actualization. If you’re asking yourself whether you’re ready, or finding reasons why you aren’t, it’s a sign you have let the gap grow too wide between idea and action. Your mind is probably convincing you that there is some existential reason for that buffer, when in reality, you’re just scared to do a new thing wrong or to look weird doing it. That’s okay. Now that you’ve noticed your inaction, you can act. You are as ready as you’ll ever be, because ready-ness is not measured by thinking, it’s measured by starting.

If you keep waiting for permission from some external source long after anyone is responsible for giving it to you, your ideas and ambitions will whither while you become bitter that no one is letting you do what you wanted to do. But in the end: it’s your responsibility to give yourself permission. This doesn’t need to be daunting. It can be the most liberating epiphany of all to realize that you can start now.

are you ready? to be in the relationship? to start the business? to say i love you to your partner? to forgive the person you resent? to have the hard conversation? to tell the truth? to publish the piece? to admit you were wrong? to create the life you imagine? to do what scares you?

what I’ve leapt at before I felt ready has consistently lead to the most expansive journeys of my life. Pursuing jobs I was too young for. Applying for scholarships that seemed impossible to get. Reaching out to people that I had no business knowing.

The whole notion of needing to be ready is highly corrosive to action. Because how can we really measure ready-ness? What if the only measure of “being ready” is just… starting? Trying? Doing the thing. What if ready is something you prove to yourself you are while you’re making the attempt, instead of trying to prove it before you start? What if being ready is not something you can cognitively analyze, but something that can be only demonstrated through action.

The reframe I am now internalizing is that ready is a felt state you can consciously bring yourself to.

You can imagine what the version of you that is ready would feel like and fill yourself up with those feelings. Or to make it even simpler: you can just start. If it doesn’t work, you can ask why, integrate your learnings, and try a different way. Or move on. Or whatever. But action—action!—is the path to ready-ness, not more thinking.

limiting beliefs. Poor attempts at protecting me from some imagined danger. Blocks created by my mind, designed to keep my ideas inside me and keep my creativity away from the world—away from reaching you. I’m now weeding out this ready-ness block and seeding the belief that the ability to imagine is the only sign of ready-ness you need.

You can go back later to refine what you’ve done. But by then, you’re already in the act. You’ve done it instead of remaining stuck in thought. So, the next time you find yourself wondering if you’re ready: don’t. Instead: start. We become ready by trying, not by thinking. Because ready-ness is a question of boldness, and as Bradbury so eloquently reminds us: intellect doesn’t help you very much there.

through the lens of critical media literacy, I argue that shitposting exists as an online pedagogical technology that can potentially reorient the network of relationships within social media spheres and expand the possible range of identities for those involved. To illustrate this argument, I conclude with a close reading of posts from two Twitter accounts: dril, an anonymous user who has managed to inform political discourse through his shitposts, and the corporate account for the Sunny Delight Beverage Corporation. I describe how tweets from these accounts engage shitposts in divergent ways. In doing so, I contend that these tweets reveal shitposting’s potential for contributing to the democratic aims of critical media literacy education, but the appropriation of that practice by large corporations and individuals imbued with political power jeopardize that already fraught potential.

Beyond the narrow framing of previous literature that only considers the use of shitposting for social exclusion or as fascist propaganda, I argue for an encompassing approach to this discursive tool that embodies a polysemic and open-ended cultural politic.

The analysis presented here shows that the circumstances under which shitposts circulate hold significant information when trying to understand the potential of these texts within a critical pedagogy. Expanding this assertion to consider other discursive technologies, it follows that both public pedagogy and critical media literacy research must continue to examine not only media itself but how pieces of media circulate, considering both who (or what) this media circulates between and where in that circulation people can begin to challenge the digital milieu.

I contend that positioning shitposting as a uniform tool in terms of its politics within previous scholarship misrepresents the practice. Instead, shitposting can serve a multitude of pedagogical ends depending on how individuals and groups use shitposts.

shitposting represents one tool within this broader, holistic understanding of public pedagogy, albeit one that often manifests unintentionally. By producing turbulence within social media, shitposting can contribute to the public pedagogies of social media that mirror the goals of critical media literacy education. However, a deployment or engagement with public pedagogy does not guarantee a critically oriented outcome.

now it’s three years later, and look around: First, we had two years of inflation news. Now, there is war in the air. A prolonged conflict in Ukraine and instability in Europe. Hamas’ attack on Israel, disturbing images out of Gaza, and a hot debate about U.S. support for Israel’s military. Headlines are everywhere about the growing specter of China invading Taiwan and the Iran-Russia alignment. On top of that, there’s a migrant crisis at the border and in some major U.S. cities. And, once again, protests abound — this time pro-Israel and pro-Palestine protests on college campuses and in urban areas.

I hope this doesn’t sound ungrateful in light of all the achievements that I shared earlier (which I still can’t believe all happened?), but I’ve been feeling weird the past month and found it hard to focus. These achievements are supposed to “prove” what I’ve been doing hasn’t been a whole waste of time. They are supposed to be the extrinsic progress markers I’ve always wanted to make my research and art legible to other people.

I still get these incredibly nourishing bursts of creativity and momentum, but they fizzle faster than before, and then I find it hard to pull myself to work on the things that I’ve been wanting to do for a long time. I’m gaining a growing backlog of unfinished projects and as the list grows, it becomes harder to kill off my babies and prioritize which to dedicate my time to. The decision fatigue of choosing each day makes it harder to build the momentum for a new project, and the vicious cycle takes hold.

I revisited some old memos where I’ve struggled with being restless and remind myself that I am doing well as long as I’m “practicing a way of being I love” each day. I don’t feel like I’ve been doing that lately, but mostly because of this unyielding pressure I feel to produce work and manifest the works that call to me.

I want everything that I dream of, and I don’t want to compromise. And even though I know how long a life comprises, I feel like there’s not enough time for all the things that I want to do. I feel antsy with desire and perhaps a bit of a need to prove myself, to show that I am worthy of sticking with what my own heart tells me is important.

It’s natural that I feel antsy when I’m trying to focus on so many things. Maybe this is part of the work that I so wish to avoid, part of “our struggle to find a way through” as Yohji Yamamoto recounts. Maybe a month of flailing to reorient my focus is a given. There are no free lunches, and so too does being independent (and working on whatever I want) come with the territory of enduring existential dilemmas and wavering motivations to see my questions through. This is not an easy lifestyle, nor is it something that can be forced all the time. Every day I feel like I’m answering my life’s questions. I should feel exhausted, even if all I do in a day is think about that question, even if these questions feel like my life’s calling.

I tried to create a spreadsheet that would guide readers through the appeals process for all the different types of insurance and circumstances. When a patient needs care urgently, for instance, an appeal follows a different track. But with each day of reporting, with each expert interviewed, it got more and more confusing. There was a point when I thought I was drowning in exceptions and caveats. Some nights were filled with a sense that I was trapped in an impossible labyrinth, with signs pointing to pathways that just kept getting me further lost

You may think that UnitedHealthcare is your insurer because that’s the name on your insurance card, but that card doesn’t tell you what kind of plan you have. Your real insurer may be your employer.

Government insurance is its own tangle. I am a Medicare beneficiary with a supplemental plan and a Part D plan for drug coverage. The appeals process for drug denials is different from the one for the rest of my health care. And that’s different from the process that people with Medicare Advantage plans have to follow.

The federal government sets minimum standards that each state Medicaid program has to follow, but states can make things more complicated by requiring different appeal pathways for different types of health care. So the process can be different depending on the type of care that was denied, and that can vary state to state.

I sought help from Jack Dailey, a San Diego attorney and coordinator for the California Health Consumer Alliance, which works with legal-aid programs across the state. On a Zoom call, he looked at an Excel spreadsheet I’d put together for Medi-Cal, California’s Medicaid program, based on what I had already learned. Then he shook his head. A few days later, he came back with a new guide, having pulled an all-nighter correcting what I had put together and adding tons of caveats. It was seven single-spaced pages long. It detailed five layers of the Medi-Cal appeals process, with some cases winding up in state Superior Court. There were so many abbreviations and acronyms that I needed to create a glossary. (Who knew that DMC-ODS stands for Drug Medi-Cal Organized Delivery System?) And this was for just one state!

It’s especially complicated in oncology, said Dr. Barbara McAneny, a former president of the American Medical Association who runs a 6,000-patient oncology practice in Albuquerque, New Mexico. “My practice is built on the theory that all the patients should have to do is show up and we should manage everything else … because people who are sick just cannot deal with insurance companies. This is not possible,” she said. McAneny told me she spends $350,000 a year on a designated team of denial fighters whose sole job is to request prior authorization for cancer care — an average 67 requests per day — and then appeal the denials. For starters, she said bluntly, “we know everything is going to get denied.” It’s almost a given, she said, that the insurer will lose the first batch of records. “We often have to send records two or three times before they finally admit they actually received them. … They play all of these kinds of delaying games.”

McAneny thinks that for insurance companies, it’s really all about the money. Her theory is that insurance companies save money by delaying spending as long as possible, especially if the patient or the doctor gives up on the appeal, or the patient’s condition rapidly declines in the absence of treatment. For an insurance company, she said, “you know, death is cheaper than chemotherapy.”

the market didn’t so much pull ChatGPT out of OpenAI as they pulled the ambition to be a consumer tech company out of a group of researchers.

in their efforts to provide better products than their competitors and earn higher prices and margins, suppliers often “overshoot” their market: They give customers more than they need or ultimately are willing to pay for. And more importantly, it means that disruptive technologies that may underperform today, relative to what users in the market demand, may be fully performance-competitive in that same market tomorrow. This was the basis for insisting that the iPhone must have a low-price model: surely Apple would soon run out of new technology to justify the prices it charged for high-end iPhones, and consumers would start buying much cheaper Android phones instead! In fact, as I discussed in after January’s earnings results, the company has gone in the other direction: more devices per customer, higher prices per device, and an increased focus on ongoing revenue from those same customers.

Apple seems to have mostly saturated the high end, slowly adding switchers even as existing iPhone users hold on to their phones longer; what is not happening, though, is what disruption predicts: Apple isn’t losing customers to low-cost competitors for having “overshot” and overpriced its phones. It seems my thesis was right: a superior experience can never be too good — or perhaps I didn’t go far enough.

Jeff Bezos has been writing an annual letter to shareholders since 1997, and he attaches that original letter to one he pens every year. It included this section entitled Obsess Over Customers: From the beginning, our focus has been on offering our customers compelling value. We realized that the Web was, and still is, the World Wide Wait. Therefore, we set out to offer customers something they simply could not get any other way, and began serving them with books. We brought them much more selection than was possible in a physical store (our store would now occupy 6 football fields), and presented it in a useful, easy-to-search, and easy-to-browse format in a store open 365 days a year, 24 hours a day. We maintained a dogged focus on improving the shopping experience, and in 1997 substantially enhanced our store. We now offer customers gift certificates, 1-Click shopping, and vastly more reviews, content, browsing options, and recommendation features. We dramatically lowered prices, further increasing customer value. Word of mouth remains the most powerful customer acquisition tool we have, and we are grateful for the trust our customers have placed in us. Repeat purchases and word of mouth have combined to make Amazon.com the market leader in online bookselling.

This year, after highlighting just how much customers love Amazon (answer: a lot), Bezos wrote: One thing I love about customers is that they are divinely discontent. Their expectations are never static — they go up. It’s human nature. We didn’t ascend from our hunter-gatherer days by being satisfied. People have a voracious appetite for a better way, and yesterday’s ‘wow’ quickly becomes today’s ‘ordinary’. I see that cycle of improvement happening at a faster rate than ever before. It may be because customers have such easy access to more information than ever before — in only a few seconds and with a couple taps on their phones, customers can read reviews, compare prices from multiple retailers, see whether something’s in stock, find out how fast it will ship or be available for pick-up, and more. These examples are from retail, but I sense that the same customer empowerment phenomenon is happening broadly across everything we do at Amazon and most other industries as well. You cannot rest on your laurels in this world. Customers won’t have it.

when it comes to Internet-based services, this customer focus does not come at the expense of a focus on infrastructure or distribution or suppliers: while those were the means to customers in the analog world, in the online world controlling the customer relationship gives a company power over its suppliers, the capital to build out infrastructure, and control over distribution. Bezos is not so much choosing to prioritize customers insomuch as he has unlocked the key to controlling value chains in an era of aggregation.

consumer expectations are not static: they are, as Bezos’ memorably states, “divinely discontent”. What is amazing today is table stakes tomorrow, and, perhaps surprisingly, that makes for a tremendous business opportunity: if your company is predicated on delivering the best possible experience for consumers, then your company will never achieve its goal.

In the case of Amazon, that this unattainable and ever-changing objective is embedded in the company’s culture is, in conjunction with the company’s demonstrated ability to spin up new businesses on the profits of established ones, a sort of perpetual motion machine

Owning the customer relationship by means of delivering a superior experience is how these companies became dominant, and, when they fall, it will be because consumers deserted them, either because the companies lost control of the user experience (a danger for Facebook and Google), or because a paradigm shift made new experiences matter more (a danger for Google and Apple).

what I cheered as an analyst was Altman’s clear articulation of the company’s priorities: lower price first, speed later. You can certainly debate whether that is the right set of priorities (I think it is, because the biggest need now is for increased experimentation, not optimization), but what I appreciated was the clarity.

The fact that Microsoft is benefiting from OpenAI is obvious; what this makes clear is that OpenAI uniquely benefits from Microsoft as well, in a way they would not from another cloud provider: because Microsoft is also a product company investing in the infrastructure to run OpenAI’s models for said products, it can afford to optimize and invest ahead of usage in a way that OpenAI alone, even with the support of another cloud provider, could not. In this case that is paying off in developers needing to pay less, or, ideally, have more latitude to discover use cases that result in them paying far more because usage is exploding.

You can, in effect, program a GPT, with language, just by talking to it. It’s easy to customize the behavior so that it fits what you want. This makes building them very accessible, and it gives agency to everyone.

Stephen Wolfram explained: For decades there’s been a dichotomy in thinking about AI between “statistical approaches” of the kind ChatGPT uses, and “symbolic approaches” that are in effect the starting point for Wolfram|Alpha. But now—thanks to the success of ChatGPT—as well as all the work we’ve done in making Wolfram|Alpha understand natural language—there’s finally the opportunity to combine these to make something much stronger than either could ever achieve on their own.

This new model somewhat alleviates the problem: now, instead of having to select the correct plug-in (and thus restart your chat), you simply go directly to the GPT in question. In other words, if I want to create a poster, I don’t enable the Canva plugin in ChatGPT, I go to Canva GPT in the sidebar. Notice that this doesn’t actually solve the problem of needing to have selected the right tool; what it does do is make the choice more apparent to the user at a more appropriate stage in the process, and that’s no small thing.

ChatGPT will seamlessly switch between text generation, image generation, and web browsing, without the user needing to change context. What is necessary for the plug-in/GPT idea to ultimately take root is for the same capabilities to be extended broadly: if my conversation involved math, ChatGPT should know to use Wolfram|Alpha on its own, without me adding the plug-in or going to a specialized GPT.

the obvious technical challenges of properly exposing capabilities and training the model to know when to invoke those capabilities are a textbook example of Professor Clayton Christensen’s theory of integration and modularity, wherein integration works better when a product isn’t good enough; it is only when a product exceeds expectation that there is room for standardization and modularity.

To summarize the argument, consumers care about things in ways that are inconsistent with whatever price you might attach to their utility, they prioritize ease-of-use, and they care about the quality of the user experience and are thus especially bothered by the seams inherent in a modular solution. This means that integrated solutions win because nothing is ever “good enough”

the fact of the matter is that a lot of people use ChatGPT for information despite the fact it has a well-documented flaw when it comes to the truth; that flaw is acceptable, because to the customer ease-of-use is worth the loss of accuracy. Or look at plug-ins: the concept as originally implemented has already been abandoned, because the complexity in the user interface was more detrimental than whatever utility might have been possible. It seems likely this pattern will continue: of course customers will say that they want accuracy and 3rd-party tools; their actions will continue to demonstrate that convenience and ease-of-use matter most.

the tech keynote has diminished in importance and, in the case of Apple, disappeared completely, replaced by a pre-recorded marketing video. I want to be mad about it, but it makes sense: an iPhone introduction has been diminished not by Apple’s presentation, but rather Apple’s presentations reflect the reality that the most important questions around an iPhone are about marketing tactics. How do you segment the iPhone line? How do you price? What sort of brand affinity are you seeking to build?

The company is considering the use of carbon nanotubes to improve the conductivity of battery materials, delivering better performance from lesser-used battery materials. Apple is also looking to increase its battery's silicon content, replacing graphite to increase capacity, and shorten charging and discharging times. The result is expected to be an innovative battery type that has not yet been commercialized. A source familiar with Apple's plans suggested to ETNews that the Vision Pro headset has dramatically increased the company's need for high-performance batteries. The headset features just two hours of battery life. Other devices such as the Apple Watch and iPad have been left with the same "all-day" battery life since their introduction. Apple's custom battery project was reportedly co-developed with the company's electric vehicle project, but the mobile applications are now the main target for the technology. It is expected to begin being added to Apple devices starting in 2025.