After months of uncertainty, Elon Musk appears to be moving ahead on a deal to acquire Twitter for $44 billion. (Probably.) If the deal goes through, the next big question is: How will he change the company? Musk’s specific goals for Twitter have been hard to pin down, but the problem of how to transform the strategy of a technology business is a familiar one. What Musk will need to overcome is not unlike the challenge faced by an outside executive joining a new company, a private equity firm on a new deal, or a general manager overseeing an acquired business unit on behalf of a conglomerate.
Granted, this situation has its own unique challenges. For one, Musk’s experience is primarily with building new businesses, not transforming existing ones. For another, Twitter epitomizes the ongoing challenges in the business of social media: It faces questions of how to monetize, what content it should moderate (or censor), and what role it should play in society to allow it to create the most value.
Particulars aside, though, there is a framework of best practices for how to implement and execute on a strategy that fundamentally changes the course of a technology business — one that any leader would do well to follow. Our view is that, regardless of what path Musk decides to take, effective strategic change will require that Musk follow five key principles.
Before designing and implementing a new strategy, a new leader needs to prioritize a clear objective. This could be long-term revenue growth or short-term profitability; existing customer value or novel new products. Managers of innovative firms always face these tradeoffs.
In practice, failing to identify a primary objective almost always means a company ends up pursuing contradictory ones — leading to an inefficient strategy at best and a self-defeating one at worst. Without a clear priority, leadership cannot formulate a strategy that aligns all aspects of the organization. Business units and frontline employees will likely end up making their own choices about what to prioritize, or kick otherwise small decisions up to leadership, distracting them from higher-level strategy.
Musk has been successful at this in the past. At Tesla, for instance, his commitment to growth over short-term profitability has allowed the organization to focus entirely on achieving scale in manufacturing while innovating on new products. (Fortunately, he has investors that agree with his priorities.)
That might be harder at Twitter. For one, he’s an outsider coming in to an organization with existing objective(s). Furthermore, Musk faces pressure from all sides to pursue competing objectives, such as boosting revenue vs. transformational change without regard for profit. Musk himself has suggested he’s interested in the company’s societal value.
Any of these are defensible objectives, but he needs to focus on just one to start. He can then design, implement, and communicate a strategy.
For any strategy to be effective at transforming an organization, it needs to be communicated quickly and decisively, and be clear and simple. Specifically, a strategy should be “the smallest set of choices to optimally guide (or force) other choices,” argues our colleague Eric Van den Steen.
Consider the transformation of the airline Ryanair — a case we teach in the strategy course at Harvard Business School. Ryanair started as a more general airline and struggled. So, it redefined its strategy, which can be summarized as simply as “offering the cheapest point-to-point flights in Europe through a low-cost model.” The simplicity makes it easy for anyone in Ryanair to apply the strategy to their particular context. Consider an airport worker who needs to decide whether to load a plane using a jet bridge or a stair truck. By knowing the strategy, that worker can easily make the decision herself: to use the stair truck because it is the lower-cost option. That common strategy keeps everyone in the company aligned, and importantly, the CEO of Ryanair now doesn’t need to be involved in that decision.
Musk is definitely capable of communicating a simple guiding strategy to his businesses. At Tesla, the strategy has been “to accelerate the advent of sustainable transport by bringing compelling mass market electric cars to market as soon as possible.” This strategy guides other decisions like whether or not to build a massive battery factory (or multiple factories) and deploy a global network of retail charging stations.
Immediately upon taking over, Musk needs to put in place a decisive strategy for Twitter’s next few years, which can guide his team without him needing to be overly involved. Our sense is that the strategy must, at minimum, lay out a clear path for what products Twitter should be involved in (e.g., video, audio, or just text?) and what content should be allowed (e.g., political speech? Explicit content?).
So far, Musk has been ambiguous about his strategy for Twitter — leading to others eager and willing to fill in the logic themselves. There is broad speculation on what he will likely do to what he could do to what he might do. Musk needs to shut down this confusion and communicate a clear strategy so his team at Twitter can get to work.
Over time, companies naturally accumulate habits and routines. Many of these once served the business, but don’t make much sense today. A change in ownership or management provides a special but limited opportunity to challenge existing assumptions and rethink norms around what the company does.
We’ve seen this problem at many companies. Consider Microsoft’s modern transformation. Before Satya Nadella took over as CEO at Microsoft, much of the company was focused on closed-source, on-premise licenses of Windows and Office products that were multiple decades old. Even though he was an insider, Nadella took the opportunity to rethink the underlying assumptions and shift the company towards open-source cloud computing, a strategy that positions Microsoft much better for the future. Rethinking norms is not only possible at an established firm, but it is necessary to bring the strategic change that positions the firm for the future.
Musk already regularly does this at his own business. He once explained a guiding principle for design should be “Make your requirements less dumb.” Musk’s philosophy of questioning norms, trying the unorthodox, and communicating that failure is tolerated (such as popularizing the term “rapid unscheduled disassembly” (RUDs) to refer to explosions) signals that it is not only acceptable, but desirable, to challenge assumptions.
Twitter has struggled to change. Its head of consumer product, Kayvon Beykpour, has said that “the notion of Twitter even changing feels like a novel concept.” Yet there are plenty of existing norms at Twitter that are ripe to be challenged: an advertising-first revenue model, its 280-character content format, and the alleged favoritism towards liberal political content. Think about how long it took for it to add an edit button. This inertia has left Twitter playing catch up to competitors like Snap, Meta, and Clubhouse, and it often takes years for Twitter to just copy something.
By both 1) rethinking norms and 2) building a culture that allows employees to rethink norms, Musk can empower Twitter to launch first-mover innovations and move beyond the past.
Setting reasonable expectations during a period of strategic change is especially difficult. As one of our (Andy’s) research with HBS doctoral student Aticus Peterson showed, managers consistently struggle to set realistic timelines on complex technical projects. And while anticipating timelines on new technologies is hard enough, many would argue that it is even harder to anticipate timelines for organizational change. But when organizations set unrealistic expectations — on timelines or anything else — employees can get pushed beyond what is fair and end up burned out.
Setting bold expectations is certainty a strength of Musk, but setting achievable expectations is often a weakness. Tesla’s progress in advancing electric vehicles is certainty commendable, and often amazing, but that has come at a great cost. Musk frequently proclaims unachievable timelines for Tesla products: He already missed his original plan to launch the Cybertruck in 2021, and production has been further delayed into 2023.
At Twitter, Musk would do well to carefully manage internal and public expectations. Consider the problem of content moderation. Regardless of Musk’s specific vision here, improving and changing content moderation requires massive fixed-cost investments in technology infrastructure and ongoing variable costs with (tens of) thousands of human moderators. The complexity of this effort is exactly the kind of thing that managers underestimate — perhaps Musk especially. Other ambitions, such as moving Twitter to a new open-source protocol, would require completely rebuilding Twitter’s technology backend and have significant consequences for every aspect of its business. We cannot say whether that is a good idea, but we can say that it is a bad idea to go into something that extreme without a realistic expectation of the time and cost of seeing it through.
Strategic change always leaves someone unhappy. The existing customers and employees are used to a certain experience, even if that experience may be leading the company in the wrong direction. To overcome this, managers should engage transparently with stakeholders about the product roadmap, and the vision and values of where the business is going to go.
The example of Meta is a cautionary tale for Musk and Twitter on how to engage with users, regulators, and investors. As we’ve written about before, Meta and Twitter face the same challenge of moderating social media content while being watched closely by users and regulators, and Meta has struggled. First, Meta CEO Mark Zuckerberg under-communicated with stakeholders about the tradeoffs in moderating content (e.g., one person’s free speech is another person’s hate speech), and then Meta implied it had more control over its problems than it actually does. Second, Zuckerberg failed to establish expectations of accountability in the eyes of stakeholders by defining boundaries on which aspects of its platform it wants to — and can be — accountable for, and so no one is accountable at the end of the day.
Engaging stakeholders isn’t easy, and may be Musk’s biggest challenge at Twitter. Engaging people on the idea of building electric cars and going to Mars is relatively straightforward. But when it comes to social media, the stakeholders are themselves already deeply divided. The reaction to the acquisition is far from universally positive, polarizing people along ideological lines. In a general sense, this is about more vs. less moderation. In a more specific sense, this is about specific instances of moderation — whether to allow the return of President Trump to Twitter, for instance. Further augmenting the challenge, Musk will need to deal with a variety of international stakeholders from Europe or China who have their own tastes; the EU, for one, has warned Musk that he’ll need to follow Brussels’ rules on digital content moderation or face “hefty fines or even a ban.”
There is absolutely no solution that makes everyone happy. But whatever Musk decides to do, he needs to learn from Zuckerberg’s mistakes and engage stakeholders by transparently communicating the underlying tradeoffs and defining boundaries on what he is going to be accountable for.
So far, Musk has consistently had the luxury of growing new organizations around his vision for the company (and society). Leading and owning Twitter will be a stark departure. New managers and owners arriving for the first time to a legacy technology company need to wrestle with the difficult task of organizational change in the face of cultural inertia. With Twitter, Musk will, for the first time, experience the challenge of changing established cultural norms. To make matters even more difficult, Musk’s infamy for radical ideas will increase the strength of the headwinds he is likely to face. Even when he was able to control almost every aspect of a company in the past, Musk’s radicalness has resulted in brushes with bankruptcy many times at his other firms.
Twitter is a unique kind of challenge for any manager, and it will be the ultimate test of Musk and his capacity to turn a company around. But for the rest of us watching, we can learn about what works and what doesn’t when transforming strategy in a technology business.
A exact study conducted by the Technical University of Denmark reported that the attention span of people around the world is diminishing due to the amount of information we are presented – which raises the question of how we can use tech to enhance engagement, better knowledge acquisition and optimise learning experiences in the property industry.
The report states that on account of the sheer volume of sources fighting for our attention at one time, it is a lot harder to get noticed, and people also tend to lose interest a lot more quickly. Data from Microsoft supports this claim, adding that on average we now have shorter attention spans than a goldfish – with goldfish having a nine second attention span, this means we now have eight.
For anyone tasked with implementing strategy and driving engagement within their Estate Agency, whether it be for consumers, employees or both, it is essential to understand what can be done to drown out the noise and ensure all eyes are on you.
In a Q&A for iamproperty’s Tech of a Life magazine, Dan Milne, Customer Success Manager at iamproperty, speaks to Edward Short, Head of Professional & Financial Services at Attensi, a global gamified learning specialist providing bespoke training. The pair explore how new technology can best be utilised within the property sector as well as how training can be used to encourage optimum performance and the effective adoption of new technological tools.
How does gamification combine technology with the currently rising trends of e-learning?
Edward commented: “Like many other industries, the property sector often has a fragmented workforce, where team members can be based in locations all over the country. It makes the implementation of new products and services difficult, especially when roll out is to a tight timescale or must be done simultaneously. That’s not a concept that’s new to Attensi – we create gamified simulations that help businesses all over the world to develop programmes for their global workforce. We create bespoke solutions that have just the right mix of psychology and technology to make learning a success.
If we play to the goldfish rule, content must have some core characteristics in order to win and keep people’s attention. It must be bite sized and targeted, it has to be available on all platforms to drive convenience, it needs to consider that we all have different ways of taking in information, and it has to support communication tools to grab attention and drive engagement. Content also needs to be fun and easy to follow, while playing to the individuals’ strengths. Businesses have to be able to measure its success – it’s not a tick box exercise. So, what does that mean in practice? You need to spend time understanding the people in your team, who they are, how they take in information best, and what motivates them.”
How is tech making learning more appealing to people?
Edward elaborated that: “The younger generations, like Gen Z and Millennials are digital natives and they’re very used to having multiple screens and apps open. This has an interesting influence on people’s expectations of content – they want to be able to pick it up and put it down wherever they want. We’ve talked about what that means for short, snappy and consistent training, but what is also means is that when it comes to learning about new products and services, they’ll likely want to have access to look around, want to experience it for themselves and access it on the device they respond to best. People want the whole journey to link up a cross their laptop, tablet and phone.”
What are the essential elements to creating a successful learning platform?
Edward continued: “When I think about how I take in any new information I never get anything spot on first time, I need to practice, repeat, make mistakes, ask questions, and test different scenarios. When you’re learning you will naturally make mistakes, and not everyone responds well to doing that publicly amongst their peers. What often works better is creating a digital environment in which it is safe to learn and to fail, because it feels like a video game. It’s fun and competitive but no one is looking over your shoulder if you do take a wrong turn through the training.
“What Estate Agents can learn from tried and tested gamified knowledge transfer is that by creating a ‘safe’ physical experience that replicates real life scenarios, people take in more information and are able to implement new products and services faster – we see this all of the time in retail and sales.”
Dan commented: “Having the space to make mistakes is important, particularly for our industry where agents are currently fishing in a very shallow pond for new opportunities. Agents don’t want to be making mistakes in front of clients because they can quickly lose instructions to another agent. Providing agents with the environment to practice is vital, especially for those newly joining a team.”
How does psychology influence the tech behind gamified e-learning?
Edward explained: “The psychology comes into play when we’re thinking about how individuals take in information. Creating common factors for people within an industry and looking at how we play to those strengths is where we see the magic happen.
“Estate Agents are known for their competitive nature, and it’s what makes the industry so savvy and fast paced. My advice to agents is to play to this strength and tap into that competitive nature. We all like to win, and the elements used in gamified knowledge transfer make the whole experience competitive. It’s playing to the psychology and the proven tactics that ensure we take in information, especially when it comes to new technology, products, or services.
“For example, scoring product information like a video game with levels and points for accuracy, or adding leader boards to product or service sessions brings the friendly competition that makes it compelling for people to ‘play’. It makes learners return to it again and again, which goes back to the psychology – the more we do something, the more we remember. We need to create situations which mimic real life, and which also encourage us to repeat something multiple times.”
How does gamification enhance the learning experience?
Edward added: “As Dan said, the property market is buoyant and agents already have a lot of challenges in play, including dealing with compliance and regulation changes. Agents are time poor and so product and service implementation must fit with what’s important, while also recognising that it’s essential to evolve alongside the changing market. The property sector needs to be continually prepared for what’s next, so training for that is essential, even if it doesn’t feel valuable right now. A big part of winning engagement with Estate Agents is to make learning convenient and immersive, as well as fun. If training is a big task that takes up huge blocks of time, it’s hard for businesses and employees to see how it fits into the working day, which makes it easier push it down to the bottom of the list, until the business realises how much the training is needed. If businesses make training a convenient ongoing task that team members can come back to whenever they have 10 minutes spare, it becomes much less like a chore and a lot more enjoyable.”
Microsoft Azure is kind of a big deal. The cloud computing service drives virtual desktops, communications tools like email, content delivery networks that ensure your files are always available, and so much more. According to Microsoft, 95% of the Fortune 500 use Microsoft Azure.
And, Azure is only going to become more important for IT departments. Even before the current situation, remote work was becoming more popular as a way to reduce overall environmental impact and give workers more flexibility. In 2019, one poll found that 43% of employees worked remotely at least some of the time. And now that millions more are working from home, cloud services are going to become even more important as more workplaces reconsider the future of the office.
Thus, the future of IT rests in the cloud. And the Complete 2020 Microsoft Azure Certification Prep Bundle can help you train up for a career in the field.
If you're just starting with Azure, the ten-course bundle has some key starting points. "Azure Project-Based Hands-on Training" begins with twenty lessons that offer foundational-level guidance to understand Azure. Once you're comfortable with those lessons, take "AZ-900: Microsoft Azure Fundamentals test Quick Prep," a 26-lesson course that will get you ready for Microsoft's AZ-900 exam, which will certify your grasp of cloud fundamentals and how Azure makes use of them.
If you're aiming for a generalist or administrator role, "AZ-103 Azure Administrator test Certification 2020" takes you through the next step for your AZ-103 certification, developing knowledge of Azure focused on design and deployment. And once you've mastered how Azure is generally used, you can expand beyond that with "AZ-203 Developing Solutions for Microsoft Azure test Prep," which will show you how to begin thinking of Azure outside the usual box.
Finally, "Azure MasterClass: Manage Azure Cloud with ARM Templates" lays out how the Azure Resource Manager, or ARM, can be used to collate, organize, and manage vast quantities of information simply and quickly using Azure's templates.
Once you've got the basics mastered, you can choose a path with Azure that fits your future.
Cloud Architect: "AZ-300 Azure Architecture Technologies Certification Exam" will walk you through vital info you'll need to know as an Azure expert to secure the AZ-300 certification, and then follow it up with "AZ-301 Azure Architect Design test Prep," which offers do-it-yourself assignments to develop your mastery.
Machine Learning: As machine learning becomes more popular, cloud services will be key to storing data and networking the devices needed. "Machine Learning in the Cloud with Azure Machine Learning" uses real data and Azure's UI and predetermined algorithms to build understanding with Azure ML.
Data Management and Storage: "Azure MasterClass: Manage Storage & Disks in the Cloud with Azure Storage" will show you how to build and implement effective data storage architecture in Azure to support virtual machines, CDNs, and more.
Real-Time Analysis: Raw data is only as good as the patterns you pull from it. "Azure MasterClass: Analyze Data with Azure Stream Analytics" takes you through Azure's data analytics tools to ensure the right data arrives at the right time, with flexible solutions easily scaled up or down.
Cloud computing is only becoming more important, and as we become more mobile and less tied to our desks and nine-to-five work schedule, it'll be the keystone of the future of work. The Complete 2020 Microsoft Azure Certification Prep Bundle will help you keep up, and it's just $39 now.
Futurism fans: To create this content, a non-editorial team worked with an affiliate partner. We may collect a small commission on items purchased through this page. This post does not necessarily reflect the views or the endorsement of the Futurism.com editorial staff.
•Says company’s $200m ADC initiative will boost local talents in Nigeria
The federal government yesterday disclosed that it would soon begin the implementation of universal licence on all Microsoft products, an initiative that would allow the federal government to purchase in bulk, all Microsoft product licenses and sell same to federal public institutions that are in need of such product licence.
The Minister of Communications and Digital Economy, Dr. Isa Ibrahim Pantami, made the disclosure yesterday, during the launch of Microsoft’s $200 million Africa Development Centre (ADC) West Africa initiative and the launch of Microsoft new facility in Lagos.
Pantami who commended Microsoft International for the ADC West Africa initiative, said the centre, which is located in Lagos, would further develop local talents in Nigeria.
According to Pantami, the process of universal licence for Microsoft products, when completed, would be presented to the Federal Executive Council (FEC) for consideration and approval.
“With the universal licence, the federal government is able to negotiate with Microsoft and then purchase in bulk, all Microsoft product licences that are necessary for the use of all federal public institutions in the country, such that any federal public institutions that want the licence, will subscribe through the federal government instead of purchasing directly from Microsoft.
“The federal government is in the process of formalising the business with Microsoft Nigeria, to enable it have universal license on all Microsoft product licences.
“The process has reached advanced stage and I have directed the National Information Technology Development Agency (NITDA), to complete the process for onward presentation to the Federal Executive Council (FEC) for consideration and approval,” he added.
Explaining the need for the universal licence, Pantami said some government institutions may have the capacity to purchase Microsoft product licences, while some may not, and this often leads to low patronage for Microsoft.
According to Pantami, “The essence is to increase the scope of patronage and make purchases open to all federal public institutions. It will also reduce cost of the licence, and also reduce the rate of piracy.
“The issue of renewal of licence for institutions will be eliminated because federal government will be responsible for renewal, since federal government will be doing bulk purchase of the licence. It will also provide opportunities for institutions to have access to Microsoft solutions.”
Excited about the Microsoft ADC West Africa Initiative, Pantami said since it is located in Lagos, it would promote local talent development among Nigerian youths.
“Emerging technologies are driving the fourth industrial revolution, and the emerging technologies include Artificial Intelligence (AI), Augmented Reality (AR), Virtual Reality (VR), Robotics, 5G, Internet of Things (AI),
Cybersecurity, Autonomous Vehicle among others, but government is focusing on AI, Robotics, 5G and any other emerging technology that drives technology development much faster.
“The ADC West Africa initiative is in line with the federal government policy on National Digital Economy Policy and Strategy (NDEPS), and government is happy with the Microsoft ADC West Africa initiative,” Pantami said.
Corporate Vice President for Identity at Microsoft, Joy Chik, said Microsoft would continue to partner with the federal government of Nigeria and technology startups to develop local talents on technology skills.
She said the launch of Microsoft ADC West Africa initiative, and the launch of its new office facility in Lagos, were part of Microsoft’s commitment to further develop digital skills in Nigeria and West Africa.
The Managing Director, ADC Wast Africa, Garfa Lawal, said the centre would employ skilled persons that would be involved in developing Microsoft products for the West African market.
Can big firms be entrepreneurial? Some speakers at last week’s Drucker Forum in Vienna Austria spent time talking about what firms could be doing, or should be doing to operate entrepreneurially. The panel in our session at the Forum spent most of our time discussing what some big firms are already doing. Our hypothesis was that the future is already here: it’s just very unevenly distributed. This two-part article is a deep dive into what we learned.
The panel began with the findings of the site visits by the SD Learning Consortium (SDLC) in 2016 to some large organizations that are implementing Agile and operating entrepreneurially at scale, including Barclays, Cerner, C.H.Robinson, Ericsson, Microsoft, Riot Games and Spotify. (The full report of the SDLC is available here.) The panel included Joakim Sundén (Spotify), Vanessa Adams (C.H.Robinson), Gary Hamel (Management Innovation eXchange) and myself.
The second part of this article will cover the fascinating discussion that ensued with Gary Hamel and the panel.
Some Examples Of Agile At Scale
Steve Denning: Some speakers at the Drucker Forum have been skeptical as to whether it is even possible for big firms to act entrepreneurially or become Agile. In a way, they are like those people who for thousands of years were convinced that all swans are white: a black swan was a contradiction in terms. Even when they learned that black swans did exist in the Antipodes, it took some time for them to accept that fact.
I’ll begin with a couple of examples of black swans that we encountered during the site visits over the past year.
The first is Ericsson—(a 140-year old Swedish firm with around 100,000 employees. Among many other things, it manages networks for the world’s telecommunications companies, covering 40% of the world’s mobile phone traffic. In 2011, this unit in Ericsson with several thousand people embraced Agile. Before 2011, Ericsson would build its systems on a five-year cycle, with a unit housing several thousand employees. When the system was finally built, it would be shipped to the telecoms and there would be an extended period of adjustment as the system was adapted to fit their needs. Now with Agile management, Ericsson has over 100 small teams working with its customers’ needs in three-week cycles. The result is faster development that is more relevant to the specific needs of the customers. The client gets value sooner. Ericsson has less work in progress. And Ericsson is deploying one to two years earlier than it otherwise would, so that its revenue comes in one to two years earlier.
The second example is Spotify a rapidly growing, 8-year old music streaming company with more than 2,500 staff and more than 100 million active users globally. In 2015, a small team in Spotify had an idea to solve a long-standing problem: how could users find the music they would really love in a library of millions of songs? What if, they asked, they could completely remove the friction for you as a user by using an algorithm to match your tastes with the several billion playlists created by other users and deliver a fresh playlist to you weekly? The team didn’t need a whole lot of ROI analyses or go up a steep hierarchical chain to get management approval to change the firm’s strategic plan. In an Agile setting, it was quick and easy for the team to carry out a series of tests. When the innovation, now known as Discover Weekly, was deployed just a few months later, it was a wild success—becoming not just a new feature but a global brand, resulting in an influx of millions of new users. The Discover Weekly team is just one of more than 100 small teams at Spotify, which has deployed Agile approaches to all work since its inception in 2008.
Barclays is a 326-year-old transatlantic bank with around 130,000 employees. In 2015, Barclays announced that embracing Agile was a key strategic initiative and encouraged hundreds of teams to become champions of an Agile transformation. There are now more than 800 teams that are part of an organization-wide Agile transformation that is aimed at enabling Barclays to deliver instant, frictionless, intimate value at scale.
Microsoft is a 41-year organization, parts of which implementing Agile and Lean. Earlier in the Drucker Forum, Gary Hamel mentioned the complaints of Microsoft’s own employees that emerged in 2007 when Windows Vista was offered to the public. In 2007, Microsoft was releasing Windows in three-year cycles with little possibility of feedback from users. Today, the situation is very different. Since 2014, Microsoft Windows10 has gone through a remarkable transformation. It is now getting feedback from an active user group of more than 7 million users and is issuing updates weekly—a game-changing acceleration. Quite apart from customers: when staff see their ideas implemented within days instead of years, it has a huge benefit for staff morale. Other parts of Microsoft such as the Developer Division and Skype are also implementing Agile.
These examples, which were identified in the 2016 site visits of the SD Learning Consortium (SDLC), are not isolated experiments in those firms. In each case, they are part of large-scale implementations of an entrepreneurial approach to running the organization with continuous innovation.
The SDLC members range in age from 8 years to 326 years. The firms, or large units within these firms, operate globally and have been on their journeys mostly for five years or more. Some of the firms were “born Agile” while others are engaged in transformation from top-down bureaucracy. Some of the firms are in fast-growing sectors like e-sports or music streaming, while others are in mature sectors like banking.
Each of the site visits included more than ten people observing what each company has done and then exploring in greater depth the issues that were uncovered. After the visits, the member firms got together for several days to review what had been learned and identify common themes. Those common themes and findings are reflected in full report available here. Each firm is sharing what is learned within its own organization in order to spur enhanced implementation of entrepreneurial goals, principles and practices on a continuous journey of discovery.
The Best-Kept Management Secret On The Planet
In some ways, Agile may be the best-kept management secret on the planet. It has been under way for over fifteen years. There are now hundreds of thousands of Agile practitioners around the world and tens of thousands of organizations implementing Agile. Yet many general managers know little about it.
One reason for that is that Agile movement got going in software development in 2001—an unexpected place for management innovation. The neglect of Agile is now changing as Agile is being embraced by all parts, and all kinds, of organizations, as noted in the Harvard Business Review article in April 2016, “Embracing Agile,.” which said:
“Now agile methodologies—which involve new values, principles, practices, and benefits and are a radical alternative to command-and-control-style management—are spreading across a broad range of industries and functions and even into the C-suite.”
The Agile movement is driven both by the passion of those who love working this way and by managers who recognize that survival in an unpredictable and rapidly shifting marketplace requires a capacity to adapt equally rapidly.
The Four Main Themes Of Agile
Although the SDLC site visits revealed many variations in managerial practices, and different labels applied to what was being done, SDLC members noted a striking convergence around four themes:
• Delighting customers: An obsession with continuously adding value for customers and users. Basically firms now have to generate instant, intimate, frictionless value at scale, anywhere, anytime, on any device. This is more than an increased attention to customers: it is a shift in the goal of the organization—a veritable Copernican revolution in management.
• Descaling work: A presumption that in a volatile, complex, uncertain and ambiguous world, big difficult problems need to be disaggregated into small batches and performed by small cross-functional autonomous teams, working iteratively in short cycles in a state of flow, with fast feedback from customers and end-users.
• Enterprise-wide Agility: A recognition that, to be fully entrepreneurial, the whole organization needs to embrace the entrepreneurial mindset so that the entire firm functions increasingly as an interactive network. Agile is not just for IT: it is a change in the way that the whole organization thinks, is led and managed.
• Nurturing culture: A never-ending commitment to actively nurture, and systematically strengthen, entrepreneurial mindsets and behavior throughout the organization.
The SDLC members believe that pursuit of all four themes is key to sustaining the embrace of Agile. Individually, none of the observed management practices are new. What is new and different is the way that Agile management goals, practices and values constitute a coherent and integrated approach to continuous innovation, driven by and lubricated with a pervasive entrepreneurial mindset.
For some critics of Agile, the passion with which both managers and staff pursue an Agile approach to management is confused with zealotry or with the mistaken belief that Agile is being presented as a panacea. As you will hear in the following presentations, Agile itself not only offers many implementation challenges. It also does what bureaucracy never even attempted: it mobilizes people’s energy and enthusiasm and generates meaning both at work and in work. It goes beyond the small-minded virtues of efficiency and reliability and draws on the large-hearted virtues of the human spirit: generosity and creativity.
Agile At Riot Games
One of the site visits was to Riot Games, the largest e-sports firm in the world. Joakim Sunden, a technical leader at Spotify, will tell us not so much about how wonderful Spotify is, but rather about the site visit to Riot.
Joakim Sundén: Riot Games is an e-sports company that aspires to be the most player-focused gaming company in the world. They currently have one game in production, League of Legends, a team-oriented action and strategy game or Multiplayer Online Battle Arena. The game has dominated the online market since at least 2012 and is the biggest online PC game in the world with more than 67 million monthly active users, 27 million per day, and over 7.5 million concurrently during peak hours.
E-sports is big business. There are professional leagues for League of Legends, just as in football. There are professional players with salaries. The world championship of League of Legends is now bigger than the US Super Bowl. The first prize is five million dollars. E-sports “athletes” can get visas to compete in the competitions and there are scholarships at universities. There are even issues of doping and the use of performance-enhancing drugs, just as in regular sports. For people under 35, e-sports is now more popular on television than live sports.
Riot was founded in 2006 and has 2,500 staff with 15 offices all over the world, from their biggest main office in Santa Monica in the West to Tokyo in the East. Riot Games is a popular employer (e.g. #13 on Fortune’s list of 100 “Best Companies To Work For”), they were Agile from the start and have a trusting culture and decentralized way of operating.
The Riot Games culture: Culture is one of the most important factors why people work at Riot Games. One Rioter explained that Riot culture comes from the experience of being burned by a different culture where managers would say, “You have to do this”. “Here at Riot, you can’t tell anyone to do anything. And that’s not a joke!” Instead, you have to sell it to them. Instead of telling them what to do, it’s all about the mission and player focus.
Mission and player focus: Another key aspect of the Riot Games culture is the laser-sharp focus on their number one target user: “We are defined by our audience: core gamers.” That is also expressed in the company mission statement, “To be the most player focused game company in the world”. You can wake up any Rioter in their sleep and they can repeat it. People typically mention it 10-15 times a day in conversations. It’s actually so important that it’s a requirement when hiring for almost all roles to be a hardcore gamer, although exceptions are made for those with a particular expertise.
People we met at Riot Games often made reference to the mission and the players:
• “This is part of our player promise, so we need to…”
• “If you put something in front of players, you should…”
• “We got to get it into players’ hands before pre-season!”
• “If it doesn’t have a consequence for the player we shouldn’t do it!”
• “How player focused is she?” (Asked in Performance review)
The culture at Riot Games is a sharp contrast with the bureaucratic culture that Gary Hamel was talking about earlier in the conference, where people are just following rules and filling in roles. When Rioters are asked to do something, even follow new policies or guidelines, they will ask themselves if it’s going to help them deliver value to the player. If you can convince them that it is, they will probably do what you say. Otherwise they are likely to speak up and say: “I don’t think that will help the player experience.”
One example is that they don’t do budgeting, only forecasting exercises. If you need to hire people you just go ahead and do it. If you’ve done your homework, and can answer all questions, you’re fine, even if you have already “used” all your forecast headcount.
Another example of this trust and autonomy is how the development manager coordinator we met had produced a video explaining the Development Manager role by internally recruiting people and procuring what she needed without having to seek approval.
Here is the way one Engineering Director puts this: "Your good idea must survive the crucible of socialization to become great. What this means in many cases is that we take a Product Management stance for organizational development: we must understand who is the arbiter of value and how to realize that value.”
To really get to know the players in one of their biggest markets, Riot has installed Korean style Internet cafés, complete with vending machines with Korean snacks, where they encourage everyone to play. Through this, they discovered early on that some features that they thought were important didn't make sense, (e.g., online chat), or proved difficult to use in that environment, (e.g., because players were using a shared computer.)
Crowd-sourcing ideas: It was interesting to hear Gary Hamel talk about crowd-sourcing ideas. Riot Games has a well-defined “Request For Comment” (RFC) process. Anyone can make a proposal for a change. It could be a technical or architectural change, but also an organizational or process change. An RFC is submitted to a central repository. There is an open comment period. Depending on the type of decision, it can either automatically pass, if there are no objections, or it will go to a small group of people who would make a final decision informed by the process. The decision is then communicated across all development teams.
The RFC process is a way to leverage wisdom of the crowd while at the same time socializing change and empowering all. The genuine structure and governance depends on the type of interaction you desire and the mechanism for formalizing the decision. In a well-crafted system, the best ideas will survive regardless of whose brain they emerged in. Yet, for organizational governance, there may be a small group that harvests these ideas for operations and final approval.
All recently-approved and ongoing RFCs are published in their Engineering Weekly newsletter. These newsletters are also put up in all bathroom stalls.
Overall, the mission clarity and customer focus at Riot is compelling. It gets people to rally around. The user empathy and customer focus is remarkable. The socialization philosophy of change is pervasive throughout this remarkable organization.
Agile At C.H. Robinson
Steve Denning: Now let’s hear from Vanessa Adams about the Agile transformation at a seemingly very different organization: C.H.Robinson. C.H.Robinson is s not a fresh young firm like Riot Games or Spotify. It’s 111 years old and was born in the mid-West of the USA.
And what’s its business? Well, if Uber is a firm that arranges the transport of people even though it doesn’t own any cars, C.H.Robinson is a firm that arranges the transport of goods, even though it doesn’t own any trucks or ships or plans. It’s a transport brokerage firm. It connects people who want to ship something with people who want to receive something. It does that on a very large scale and it has had a large Agile transformation under way for about five years.
Vanessa Adams: Yes, C.H. Robinson is logistics and supply-chain services company. We manage the transportation of freight globally for 110,000 customers; moving goods via truck, rail, ocean and air around the globe. I am in the upper middle layer of management there, and I participated in all the site visits to Spotify, Riot Games, Barclays and the other firms and I am thankful for that.
I joined C.H. Robinson in 2000 when our IT shop was smaller. In those days, we were on a first-name basis with our business leaders.
Since then, we have grown our IT department tenfold and software has become central to our business. With that growth came the challenges of scaling. At first, we did what many organizations have done to cope: we added bureaucracy. As usual, innovation slowed, buried under the weight of the added processes. Our once-close partnership with the business suffered and we began to fall behind. The magic I felt early on with Robinson faded. I began to wonder whether this company that I loved so dearly could possibly get back to the way it was when I joined in 2000.
This is where Agile enters the story. In 2011, I attended a conference. The main Topic was Agile. I started to see why we were having some of the issues we were having. I left the conference with the belief that a journey to Agile could be the cure for what was ailing us. I immediately brought in coaches and consultants and they began to teach us how to “do agile.” I thought this was going to lead us to a better place. In reality it was a lot of pushing and pulling.
Change in a large organization is never easy. We started to see the benefits of Agile but instead of the door being kicked open, it was only open a crack. Despite the Agile practices that we had introduced, we were bogged down once again in more practices and procedures. I still believed in Agile, but I could see that we weren’t realizing the full benefit. But we couldn’t see where or why we were stuck.
In 2015, we heard about the Learning Consortium and we decided to join. Initially I was curious but skeptical. I wasn’t sure that what we could learn about the challenges we were facing from companies that were very different from us.
But after our first set of site visits, I changed my mind. I was really excited. At Ericsson, I was impressed with the amount of transparency that they were willing to share with us. We didn’t sit in a conference room all day. We met with people who were actually implementing Agile and they were very open with how they were dealing with the same kinds of problems that we were concerned about. I walked away with renewed confidence, knowing that we could aggressively move forward with some of our ideas. I was now armed with the shared knowledge of what to avoid and what would work.
This was just one of the IT groups at Ericsson with over a thousand people and their progress was inspiring. They were able to execute some of our ideas even though they were almost twice our size, and I saw it first-hand. It actually worked!
From the site visits, I could now see why C.H.Robinson was stuck. We were in the beginners’ rut of “doing agile” instead of “being Agile.” We were going through the motions; training, education, processes, tools, ceremonies, and iterating over and over again. That was where we needed to start our journey. But let me be honest: it was far from our destination. We still needed break through and solve the complexities we were facing. Our IT department was 600 strong and we had large multi-year projects and commitments. All of our problems came back to one basic issue: we needed more of a shared Agile mindset across the whole group.
I couldn’t wait to share the Ericson story with my peers and the CIO. So I decided to get him on board to join the next site visits of the Learning Consortium. I explained the opportunity that it represented. As I expected, I immediately got an eye-roll followed by a big sigh and several more eye-rolls. At one point, his pupils fully disappeared in an eye-roll. I stuck to my guns and I got agreement, or more precisely, a begrudging “Fine.”
A month later, I found myself on a plane to California with our CIO for the next round of site visits. I have to be honest: I was really nervous. Here I was, visiting Microsoft and Riot Games with my CIO. But after all, Microsoft? I hadn’t thought of them as being Agile. And Riot Games? A gaming company, what could we possibly learn from a gaming company?
I am not a gamer. I didn’t know anything about Riot Games. I was somewhat encouraged when a good friend asked where I was traveling to. I said Riot Games, and he said, “You mean, The Riot Games?” That reassured me that that maybe we were on to something really special.
The site visits to Microsoft and Riot had a profound impact on us. We were amazed at what Microsoft had accomplished in terms of of agility and I would encourage you read the Forbes article, “Surprise: Microsoft is Agile,” which lays it all out.
In addition to a great Microsoft visit, we were astonished at how a gaming company like Riot Games could actually bring a lot of value to our 111-year-old logistics company. We learned that Riot doesn’t even talk about Agile: they focus on their culture and putting the customer in the center of everything they do. As a result, the same CIO who was rolling his eyes at me and assuming it was a waste of time was the same CIO who ended up hugging the Director at Riot Games for giving us the time. In Minnesota we don’t hug, so that tells you something.
So you may be asking yourself what our participation in the Learning Consortium has done for us. We made changes by creating smaller cross-functional teams that could deliver value with minimal cross-team dependencies. We went from an average of eighteen teams needed to accomplish milestones to cross-functional teams that were able to deliver something of value without complex dependencies. We are now consistently delivering value to our branch offices and our customers on a regular basis vs a multi-year timeline. We went from quarterly releases to releases each day.
Our newly-released mobile app was designed for and built by our customers: the carriers. We constantly met with carriers them to get their feedback and ensure that we delivered into their hands an app that would truly make a difference in how they work and live. We stopped talking about the tools and processes of Agile and we focused more on constantly learning and evolving and adding value to customers.
In the process, we found that we were recapturing what we had lost: the elements that had originally made Robinson a truly special place for me. We were back to the close partnership with our business and the immediate feedback showing that we are making a difference.
Agile is not just for IT: We also saw that Agile isn’t just an IT thing. This past May, C.H. Robinson leaders around the world joined us for a two-day conference in which the director of Riot Games spoke and facilitated a group discussion focused on the Agile mindset. Our business leaders who used to meet with us quarterly—if we were lucky—are now meeting with us on every two to four weeks and our entire planning process has changed. It’s not that we have arrived or that we have no skeptics. But we are continually inspecting and adapting and making progress. So I now know that Agile transformation at scale is possible.
Agile for HR: Furthermore, our HR department was highlighted in the Harvard Business Review entitled, “Embracing Agile.” They looked at the successes that we were having in IT and decided this powerful new way of working would help them move faster and deliver their services better and sooner. They understood the way organizations have traditionally managed large personnel initiatives is too slow and rigid in today’s hyper-competitive business environment. They have broken their work down into smaller pieces that can be delivered incrementally.
Agile for marketing: Also, our marketing department is undergoing their own Agile transformation as we speak. Our business executive leadership, HR, and marketing teams are all on their own journey to Agile. Agile is not an IT-only thing. This is a movement that transcends departments and roles. In the end, it’s about making the whole organization Agile.
Perhaps the two most important things that I have gathered from the site visits of the Learning Consortium are these.
First, the Agile mindset. Agile isn’t about the tools or processes or frameworks. It’s about having a different mindset and descaling the work. It’s important that the Agile mindset is instilled throughout the culture. We had set out to figure out how to “scale” Agile to meet the issues facing our large our department. We came to see that this was the wrong way of approaching things. As Jonathan Smart at Barclays said, “Every time you think you need to figure out a solution for scaling, you should start figuring out how to descale. Remember that: flip the script, challenge yourself and descale. Don’t scale your problem up! Break your problem down!” We are now continually looking for ways to strengthen this mindset and descale problems in order to find solutions to complexity through simplicity.
Second, relationships. The relationships I have formed in the site visits to these companies have been far more valuable for our Agile journey than all the conferences, books, seminars, and Agile coaching I have been involved in combined. I have had the opportunity to interact with Agile thought leaders and practitioners on a consistent basis, even outside of the site visits and we are able to discuss openly the challenges we are facing. These opportunities give us the ability to distinguish theory from practice. When none of us are panic about selling or making our team or our company look good, we are free to learn from each another. This is when great conversations occur. Member companies share what’s s working and what isn’t. Their challenges are as valuable to hear about as their triumphs.
What I found was that an understanding of how other companies were working through articles or conferences could only take us so far. It’s the ability to see things first-hand that has made the difference for us. So my advice is, if you want to know what the Agile movement is about, go and see for yourself. Find opportunities to network or go see companies in person. Doing it in a group helps you learn more than doing it alone because it deepens and reinforces the learning. Overall, doing this in the context of the Learning Consortium has been one of the most rewarding experience both professionally and personally.
Agile Is A Journey
Steve Denning: One of the interesting things about the site visits is that all of these firms are on journeys. None of them have arrived. None of them present themselves as having “the solution.” None of them see Agile as a panacea. All of them are facing challenges, even the most famous of them. That can be a reassurance to firms that are earlier in their own journey. Now they realize that they are not alone in encountering implementation issues. And some of the things that they are doing have proved useful to the firms that are further along. So this is very much an collective set of Agile journeys, a set of journey that is inspired by “inspect and adapt” as we continue to learn.
Coming in Part 2: Gary Hamel On Agile
And read also:
What is Agile?
Surprise: Microsoft Is Agile
HBR’s Embrace Of Agile
Why Do Managers Hate Agile
The Case against Agile: Ten Perennial Objections
Follow Steve Denning on Twitter at @stevedenning
Disclosure: I am an unpaid pro bono adviser and director of the SD Learning Consortium.
A former Microsoft employee shared a question he used to ask candidates, and he was promptly roasted for it.
7 colorful essentials that will
The account @lennyrachitsky shared footage of Ryan J. Salva, the vice president of product at GitHub and the former director of product at Microsoft. Salva explained in the clip that he would ask potential hires a more unconventional question as an icebreaker. But people found the inquiry irrelevant and off-putting.
See this bedroom turn into a vibrant oasis after an incredible one-day renovation:
Salva explained that when he worked at Microsoft, as an “icebreaker,” he asked interviewees to teach him something new in 1-minute. He would then judge the person based on their “completeness, complexity and clarity.”
TikTokers were quick to lampoon the so-called “icebreaker.”
“Icebreaker? Seems like a test question,” a person wrote.
“I had an interview where they asked something like this and timed me. They also asked me to play a game during the interview. I hung up,” a person commented.
“When the interviewer believes they’re asking a profound question,” a TikToker said.
“Easiest way to make a candidate know he doesn’t want to work with or for you,” another added.
“Executives come up with such imaginative ways to justify their bloated salaries and show their worth,” a user replied.
Watch this tiny bedroom get an organization overhaul in just one day:
The post Microsoft interview ‘test question’ has TikTok fuming appeared first on In The Know.
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The MarketWatch News Department was not involved in the creation of this content.
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● Testbook Edu Solutions Pvt Ltd
● Think and Learn Pvt. Ltd.
● Toppr Technologies Pvt. Ltd.
● Triumphant Institute Of Management Education Pvt. Ltd.
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Some Special Points from Table of Contents:
â¢ Executive Summary
o Market overview
â¢ Market Landscape
o Market ecosystem
o Value chain analysis
â¢ Market Sizing
o Market definition
o Market segment analysis
o Market size 2020
o Market outlook: Forecast for 2020 - 2025
â¢ Five Forces Analysis
o Five forces summary
o Bargaining power of buyers
o Bargaining power of suppliers
o Threat of new entrants
o Threat of substitutes
o Threat of rivalry
o Market condition
â¢ Market Segmentation by Product
o Market segments
o Comparison by Product
o University exams - Market size and forecast 2020-2025
o Certification exams - Market size and forecast 2020-2025
o High school exams - Market size and forecast 2020-2025
o Elementary exams - Market size and forecast 2020-2025
o Other exams - Market size and forecast 2020-2025
o Market opportunity by Product
â¢ Market Segmentation by End-user
o Market segments
o Comparison by End user
o Post-secondary - Market size and forecast 2020-2025
o K 12 - Market size and forecast 2020-2025
o Market opportunity by End user
â¢ Market Segmentation by Learning Method
o Market segments
o Comparison by Learning method
o Offline learning - Market size and forecast 2020-2025
o Online learning - Market size and forecast 2020-2025
o Market opportunity by Learning Method
â¢ Customer Landscape
o Market drivers
o Market challenges
o Market trends
â¢ Vendor Landscape
o Vendor landscape
o Landscape disruption
â¢ Vendor Analysis
o Vendors covered
o Market positioning of vendors
o Aakash Educational Services Ltd.
o Bansal Classes Kota
o CL Educate Ltd.
o FIITJEE Ltd.
o Kaplan Inc.
o Pearson Plc
o Testbook Edu Solutions Pvt Ltd
o Think and Learn Pvt. Ltd.
o Toppr Technologies Pvt. Ltd.
o Triumphant Institute Of Management Education Pvt. Ltd.
o Scope of the report
o Currency conversion rates for US$
o Research methodology
o List of abbreviations
â¢1: Key Finding 1
â¢2: Key Finding 2
â¢3: Key Finding 5
â¢4: Key Finding 6
â¢5: Key Finding 7
â¢6: Key Finding 8
â¢7: Parent market
â¢8: Market characteristics
â¢9: Offerings of vendors included in the market definition
â¢10: Market segments
â¢11: Global - Market size and forecast 2020 - 2025 ($ million)
â¢12: Global market: Year-over-year growth 2020 - 2025 (%)
â¢13: Five forces analysis 2020 and 2025
â¢14: Bargaining power of buyers
â¢15: Bargaining power of suppliers
â¢16: Threat of new entrants
â¢17: Threat of substitutes
â¢18: Threat of rivalry
â¢19: Market condition - Five forces 2020
â¢20: Product - Market share 2020-2025 (%)
â¢21: Comparison by Product
â¢22: University exams - Market size and forecast 2020-2025 ($ million)
â¢23: University exams - Year-over-year growth 2020-2025 (%)
â¢24: Certification exams - Market size and forecast 2020-2025 ($ million)
â¢25: Certification exams - Year-over-year growth 2020-2025 (%)
â¢26: High school exams - Market size and forecast 2020-2025 ($ million)
â¢27: High school exams - Year-over-year growth 2020-2025 (%)
â¢28: Elementary exams - Market size and forecast 2020-2025 ($ million)
â¢29: Elementary exams - Year-over-year growth 2020-2025 (%)
â¢30: Other exams - Market size and forecast 2020-2025 ($ million)
â¢31: Other exams - Year-over-year growth 2020-2025 (%)
â¢32: Market opportunity by Product
â¢33: End user - Market share 2020-2025 (%)
â¢34: Comparison by End user
â¢35: Post secondary - Market size and forecast 2020-2025 ($ million)
â¢36: Post secondary - Year-over-year growth 2020-2025 (%)
â¢37: K 12 - Market size and forecast 2020-2025 ($ million)
â¢38: K 12 - Year-over-year growth 2020-2025 (%)
â¢39: Market opportunity by End user
â¢40: Other1 - Market share 2020-2025 (%)
â¢41: Comparison by Other1
â¢42: Offline learning - Market size and forecast 2020-2025 ($ million)
â¢43: Offline learning - Year-over-year growth 2020-2025 (%)
â¢44: Online learning - Market size and forecast 2020-2025 ($ million)
â¢45: Online learning - Year-over-year growth 2020-2025 (%)
â¢46: Market opportunity by Other1
â¢47: Customer landscape
â¢48: Impact of drivers and challenges
â¢49: Vendor landscape
â¢50: Landscape disruption
â¢51: Industry risks
â¢52: Vendors covered
â¢53: Market positioning of vendors
â¢54: Aakash Educational Services Ltd. - Overview
â¢55: Aakash Educational Services Ltd. - Product and service
â¢56: Aakash Educational Services Ltd. - Key offerings
â¢57: Aakash Educational Services Ltd. - Key customers
â¢58: Aakash Educational Services Ltd. - Segment focus
â¢59: Bansal Classes Kota - Overview
â¢60: Bansal Classes Kota - Product and service
â¢61: Bansal Classes Kota - Key offerings
â¢62: Bansal Classes Kota - Key customers
â¢63: Bansal Classes Kota - Segment focus
â¢64: CL Educate Ltd. - Overview
â¢65: CL Educate Ltd. - Business segments
â¢66: CL Educate Ltd. - Key offerings
â¢67: CL Educate Ltd. - Key customers
â¢68: CL Educate Ltd. - Segment focus
â¢69: FIITJEE Ltd. - Overview
â¢70: FIITJEE Ltd. - Product and service
â¢71: FIITJEE Ltd. - Key offerings
â¢72: FIITJEE Ltd. - Key customers
â¢73: FIITJEE Ltd. - Segment focus
â¢74: Kaplan Inc. - Overview
â¢75: Kaplan Inc. - Product and service
â¢76: Kaplan Inc. - Key offerings
â¢77: Kaplan Inc. - Key customers
â¢78: Kaplan Inc. - Segment focus
â¢79: Pearson Plc - Overview
â¢80: Pearson Plc - Business segments
â¢81: Pearson Plc - Key offerings
â¢82: Pearson Plc - Key customers
â¢83: Pearson Plc - Segment focus
â¢84: Testbook Edu Solutions Pvt Ltd - Overview
â¢85: Testbook Edu Solutions Pvt Ltd - Product and service
â¢86: Testbook Edu Solutions Pvt Ltd - Key offerings
â¢87: Testbook Edu Solutions Pvt Ltd - Key customers
â¢88: Testbook Edu Solutions Pvt Ltd - Segment focus
â¢89: Think and Learn Pvt. Ltd. - Overview
â¢90: Think and Learn Pvt. Ltd. - Business segments
â¢91: Think and Learn Pvt. Ltd. - Key offerings
â¢92: Think and Learn Pvt. Ltd. - Key customers
â¢93: Think and Learn Pvt. Ltd. - Segment focus
â¢94: Toppr Technologies Pvt. Ltd. - Overview
â¢95: Toppr Technologies Pvt. Ltd. - Product and service
â¢96: Toppr Technologies Pvt. Ltd. - Key offerings
â¢97: Toppr Technologies Pvt. Ltd. - Key customers
â¢98: Toppr Technologies Pvt. Ltd. - Segment focus
â¢99: Triumphant Institute Of Management Education Pvt. Ltd. - Overview
â¢100: Triumphant Institute Of Management Education Pvt. Ltd. - Product and service
â¢101: Triumphant Institute Of Management Education Pvt. Ltd. - Key offerings
â¢102: Triumphant Institute Of Management Education Pvt. Ltd. - Key customers
â¢103: Triumphant Institute Of Management Education Pvt. Ltd. - Segment focus
â¢104: Currency conversion rates for US$
â¢105: Research Methodology
â¢106: Validation techniques employed for market sizing
â¢107: Information sources
â¢108: List of abbreviations
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To view the original version on The Express Wire visit Test Preparation Market Size 2022 in Globe [120 Pages]- Growth rate of CAGR of almost 14%, and Forecasts (2022 - 2025) | newest 120 Pages Report
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Dynamic wallpapers are one of those neat personalization options Windows lacks compared to macOS. Apple's desktop operating system has different wallpapers that adapt to the current time, creating an immersive and beautiful desktop background.
Even though there were rumors about Microsoft implementing similar capabilities in Windows, dynamic wallpapers are currently possible only with the help of a third-party app called WinDynamicDesktop. Today, it received an update to version 5.1.0 with new wallpapers and improvements.
Here is the changelog for the latest release:
- Added Ventura Abstract theme
- Added dropdown in theme obtain dialog to select alternate mirrors that may be faster
- Added "Hide system tray icon" to menu which hides tray icon until the next time the app is manually launched
- Added Estonian translation (thanks ST)
- Fixed error when applying settings and there is no active theme (#457)
- Fixed theme not updating on displays that were connected when device is sleeping
- Fixed error when theme obtain is cancelled
- Fixed PowerShell scripts being invoked multiple times with the same arguments
- Fixed incorrect theme name shown in bold when there is no active theme
Another thing worth mentioning is that version 5.1 ditched the Sync Virtual Desktops script responsible for changing wallpapers on all your virtual desktops. The developer says the script uses an experimental API, which is "too unstable to support." Still, users can restore the deleted feature by installing the script via this link.
WinDynamicDesktop is a free app you can obtain from the Microsoft Store or GitHub. It contains many free dynamic wallpapers (mostly from macOS), plus users can buy additional packs from the app's repository. Alternatively, you can download macOS Ventura wallpapers without installing third-party apps. There is even a Ventura-inspired mod of the stock Windows 11 "Bloom" wallpaper.