An other free solution (but not open source). They also have a paid version. Same thing if you are looking for a not so complicated software for your videos, this is a great solution. Be careful to download VDSC for the official website above. If you do a web search you may end up on some crap/scam websites like softonic… They should definitly disappear from search results in my opinion.
This one is closer to Premiere than the previous options. The express version is free of charge but you have to register by email to get the download link. They are really active online and they have a youtube chanel with plenty of tutorials.
This one is an online video editor. It is currently free of charge up to 10 videos per month. This is a pretty handy tool for social media videos (they have already made templates) this only hassle is to upload your footage online which can be time consuming!
J’ai participé au club contentsquare ce matin. C’est une entreprise qui propose un service d’analyse des visites de votre site web ou app via une interface graphique. C’était l’occasion ce matin d’entendre le responsable produits de Payfit ainsi que celui de Weekendesk.
J’ai apprécié la présentation de Sébastien Levaillant qui vient de rejoindre Payfit. Il ne s’est pas concentré sur les outils à utiliser dans le produit, mais bien sur l’importance de comprendre le contexte, l’univers dans lequel le service évolue. Globalement l’expérience utilisateur découlera du travail d’optimisation de la culture d’entreprise. Si l’organisation va dans un sens positif, cela permettra de mettre en place les process et les outils qui aboutiront à un produit / service plus efficace et non l’inverse.
Puis Alexandre Duarte est venu présenter l’organisation de weekendesk. Présentation plus factuelle sur l’organisation produit. Beaucoup de classiques du genre (squad, itération, design thinking, agilité). La partie Data semble difficile à appréhender, d’un côté cela semble être l’alpha et l’oméga de l’objectivation, mais en parallèle il faut aussi savoir laisser tout ça de côté. Le vocabulaire se complexifie (data analyse, data scientiscist…) mais cela ressemble beaucoup à utiliser google analytics pour trouver quelle page converti le moins !
Today I just turned 35. It sounds like old enough I would say. Turning 30 was a big change for me, as I left my job in Paris to start a new adventure in Singapore, that lasted for 3 years ! Now I am 35 and I am about to do a whole new change as well. I am about to leave the Accor group to think about a new adventure. Is not yet settle but most probably it will involve some changes in my carreer. Stay tune!
This week I just started a new intrapreneur experience. Accor is one of the main partner of Techstars Paris along with Air Liquide, Total, FDJ, Gefko…
All companies are looking for new ways to innovate. To do so it is important to get out of the daily routine and make your brain available for creativity. There are ways to incentivize your brain to do so. This is called (amongst other things) design thinking. How do you work with a canvas that will unleash your inner creativity.
At Techstars we have started to do so by learning to build a lean canvas. This is your framework on top of which you will be able to plug all bricks of your product until you see the big picture.
On top of this canvas the main goal is to make sure that you do solve a real problem and you have the right pain point to address. This means gathering information from the potential customer that you have in mind. Make sure that clients are actually interested in your solution.
It’s only when you manage to define precisely your problem, that you can start gathering information about your potential product. Do not narrow your mind too quickly. Even though your guts are telling you that you have the correct solution, you should keep your mind open, listen carefully to what your users are saying.
When this will be clear enough, it is time to get your prototype out in the field and make sure your target do enjoy your product. The earlier you start testing the easier it will be to pivot if needed.
If you have 40 minutes to spare to learn more on how to “fight complexity”, I would advice to watch the conference from Rémi Guyot (VP Product) at the family conference:
Otherwise If you just want the key points to remember, here is my notes:
keep it simple stupid is not a good thing, keep it simple is a way not to acknowledge that things are complex. accept the situation because things are complex from the start
if someone talked about the corner case, forget about it, and focus on the main use case
you need to develop complexities antibodies, Be a fanatic focus because the more you add to the roadmap the less are going to be done
the two list priority method by Warren Buffet:
list your top 10 goals, the things you want to accomplish
pick the 3 most important one out of this first list
you will end up with 2 lists, one with the 3 main goals (the company priorities) and the second list with all the other very important goals. Usually the second one, is called the secondaries priorities list. Instead for Warren buffet those items are the one you should avoid at all cost
Being a fanatic focus is to make sure that we avoid working on the second list item.
when someone comes with something not prioritise you can say “yes, it is important and we have decided not to focus on it for now.” (polite version of no)
If you want to rank your company in term of priorities maturity level 0 = No priorities Level 1 = Clear priorities Level 2 = Level 1 + everyone knows priorities by heart Level 3 = Level 2 + No one works on other topics.
when screens are too cluttered here is the blablacar method. The idea is how we can avoid to add extra things into the interface.
Introduce the HORSE framework to simplify things:
HIDE ORGANIZE REDUCE STANDARDIZE ERASE ABSCENCE TESTING is testing the absence of something. Usually no one ever say that something is useless so it is important to test a version of the interface without the feature. If no one complain about it, it means it wasn’t really useful after all