The ancient idiom The Quick and The Dead conjures up images of a shootout in a good old-fashioned Western movie of the same name, featuring a cowboy drawing his pistol from his waistband, pointing it, and eliminating the enemy in seconds.
Similarly, in the Wild West of software development, it often is the speed of the draw that determines the winner. How quickly you bring a new product to market can be the difference between success and failure. The speed vs quality debate rages on, but in our opinion faster software development is often the only way to survive. Let’s explore this idea a bit further.
If you’re unsure how smart contracts, the NFT marketplace, cryptocurrencies, decentralized apps (dApps), and blockchain relate to you, it’s time to work out where your company fits into the metaverse.
Experts say 2022 will be the year of the metaverse as Big Tech gear up to release hardware and software to allow us to play or work in a variety of virtual 3D worlds.
With big-box retailers such as Walmart appearing to be getting ready to enter the metaverse with its own cryptocurrency and collection of NFTs, the mass adoption of the metaverse can’t be far off. We only need to think back to how quickly the internet transformed our lives to realize the massive impact the metaverse could have on the way we do business.
It sounds so obvious — when designing a new digital product, developers should take into account the experience of end-users. Yet in practice, user experience research (UX) is often ignored or, at best, treated as an afterthought in favor of the hunches and opinions of the founders, developers, or product team themselves.
Creating a new software application is exciting – similar to building a new home. As the designs take shape, you already picture yourself admiring the views from the balcony, or in the case of an app, imagine the users navigating their way around to solve important problems.
Once the house is built (our analogy for building a software platform), the initial excitement dwindles, but the work is far from done. Just like your new home needs ongoing maintenance to ensure it stays in a good condition, your software – particularly if it’s a software-as-a-service product – needs the same upkeep to ensure it remains functional and relevant to users.
At some point during the lifetime of a new software company, every founder considers appointing a Chief Technology Officer (CTO). When is the right time, and do you really need one?
Perhaps you’ve built the first version or MVP (Minimum Viable Product) of an application or platform with a sweat equity team or via outsourced developers and things are going well.
As the viability of the business becomes more certain and in order to move to the next phase, you may consider broadening the internal skills base by hiring an experienced CTO.
You may even think it’s essential.
Virtual team management has come into sharp focus during COVID but managing teams remotely is not new. Sending a rocket into space is arguably one of the most complex endeavors imaginable – yet NASA teams scattered across different locations have been using virtual tools to execute groundbreaking missions for years.
REEA CPO Alan Schunemann, whose former roles included a stint at NASA’s space program, explores the early development of online sharing tools and how their application laid the foundations for virtual world management processes today.
When shopping for a software development or analytics partner, the depth and type of experience they have is one of the most critical factors in determining success.
Beyond technical expertise – which in itself is rarely enough to guarantee success – what should leaders and founders look for in a technology partner? A true partner in the broader sense is not just a technology partner, it is a business partner who brings additional dimensions of capabilities and perspectives that drive better planning, decisions, and execution. For this reason, it is important to consider a partner who has built products, teams, and companies by navigating the real world, with all of its inevitable surprises, challenges, and imperfections. In essence, the best technology partners are “technology business partners” who really understand the bigger picture.
Sentiment analysis is an increasingly valuable tool that enables businesses of all sizes to use machine learning to save time and money.
Given that this is a rapidly evolving technology, we decided to shed some light on how it works in practice and if it can really make a meaningful difference in your business?
(This is the third in a series of three posts examining the startup journey from MVP to full-scale product, with real-life examples). Also read:
The Startup Guide to the MVP and Beyond When is the MVP not enough and what does that mean?
The ideal scenario in the startup journey is that the MVP or MDP stages lead to the building of a full, mature stable product. But that would be too easy, wouldn’t it?
The reality is that the process is not as linear as that and an MVP is a process that you repeat over and over again, as John Madea explains in his book “How to Speak Machine.” He reveals how companies such as Google have heightened what users expect from products. Continue reading
(This is the second in a series of three posts by REEA Global examining the startup journey from MVP to full-scale product, with real-life examples). Also read our first article: The Startup Guide to the MVP and Beyond.)
Since MVP became a startup must-have, the market for software products has changed dramatically. Digitally savvy customers are no longer prepared to accept poorly designed products and expect great functionality from new applications. There is a lot more pressure on startups to make a good impression the first time around.
What this means is that the focus, particularly when it comes to consumer apps and digital products, has shifted more towards UX – and tech companies have to pull out all the stops to present early adopters with a “wow factor” even in the very first versions of their products.
An MVP by definition does not include the UX element, because it is limited to the minimum viable product and as such, clearly isn’t aimed at blowing customers away. The conundrum for entrepreneurs in the tech space is that the traditional MVP approach could sometimes simply not be good enough because end-users expect a great experience right from the outset. You don’t delight customers with product development, but with a great product. Continue reading