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A batch of the best highlights from what Felicity's read, .
Alistair Croll and Benjamin Yoskovitz say, in their excellent book Lean Analytics: “A good metric is comparative. Being able to compare a metric to other time periods, groups of users, or competitors helps you understand which way things are moving. Increased conversion from last week” is more meaningful than “2% conversion.” A good metric is understandable. If people can’t remember it and discuss it, it’s much harder to turn a change in the data into a change in the culture. A good metric is a ratio or a rate. Accountants and financial analysts have several ratios they look at to understand, at a glance, the fundamental health of a company. You need some, too… . A good metric changes the way you behave. This is by far the most important criterion for a metric: what will you do differently based on changes in the metric?”
Radical Focus SECOND EDITION
Christina Wodtke
This section of the book explores a number of fundamental sources of power used in good strategies: leverage, proximate objectives, chain-link systems, design, focus, growth, advantage, dynamics, inertia, and entropy. Obviously, this set is not exhaustive.
Good Strategy/Bad Strategy
Richard Rumelt
This is an incredibly important lesson for all designers. ***Your game - through the theme, back-of-box copy, artwork, everything - is making a promise to the players.*** Make sure that the actual game matches that promise. Don’t undercut your own vision.
"Is It Cake?" Mistakes
Geoff Engelstein
...catch up on these, and many more highlights
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