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Gregg Popovich, el sargento de hierro

Llevaba tiempo buscando un libro sobre Popovich, los busqué en inglés, nada, en español, nada. De repente me entero de la existencia de esta publicación, de manera que lo compré de inmediato.

La historia está bien narrada, pero a mi gusto le falta un poco de indagación en aspectos de su vida más cercana. Comprendo que el personaje es hermético, pero creo que para escribir un libro de este calado habría que haber llegado un poco más allá.

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Bikes in the offices

What do I have in a travel week

So many of us travel often, we have a routine, and there are some basic things that are common to all of the work travelers. You arrive to an airport, go to the hotel, go to the office, come back to the hotel, and at the end of the week you come back home.

I try to book a hotel that is closed to the office I have to go, so I can walk during the commute. For me it’s nice to stretch the legs, have some fresh air and relax before or at the end of the day.

Shit, there is not hotel closed to the office

Sometimes I cannot book a hotel closed to the office and then I have to take a taxi, which in some of the cases takes a lot of time to arrive and so much money.

If the hotel is 20 km far away there is not discussion, I need a taxi, a train or whatever, but if the hotel is around 3 to 10 km, to me the preferred option is a bike.

What if the office has an available bike?

If the office has a bike, I would take it, commute to the hotel and park it there (I’m sure they have a secure space to park a bike). Then the following day I can take it back to the office.

To me the math is simple: I can ride a bike, relax during the commute, save money to my company as they are not paying a taxi, the company can say they are promoting healthy behavior and create a corporate social responsibility campaign for that.

With the money I spent this week in taxis you can buy a decent bike and a helmet.

Detractors are probably thinking:

  • I do not want to ride 10 kms,
  • I do not want to ride with this cold/hot day
  • What about the slopes?
  • What about my customer?
  • What about rain? snow? my clothes?…..

I know, there are days you need another type of transport, but for some other days, a bike is perfectly valid. For those who are looking for a excuse, there are thousand, just pick one.

My questions

  • have you seen something like what I have described?
  • Do you know any company that is already doing it?
  • To buy a bike probably is not the best option, but, what about to have an agreement with the local public bikes organization, so the bikes are available for travelers?
  • Any other suggestion?
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Este libro, se puede encontrar en Amazon, si solo aquí, y es la aventura de El Búfalo en su viaje desde Alaska a Nueva York en invierno.

Es un libro divertido de leer y que te lleva a muy buen ritmo a través de sus aventuras.

Si quieres leerlo, antes te recomiendo que veas videos y fotos de sus aventuras. La complejidad de esta aventura es muy alta, y las decisiones que tuvo que tomar fueron a veces dramáticas.

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PgMP certification

I have decided some weeks ago that for this quarter I was going to do something different. After 4 quarters investing time on trading, crypto-currencies, machine learning and blockchain it’s time to change.

The challenge is to obtain the PgMP certification.

Following the V2MOM model:

  • Vision: Study, learn and prepare myself to obtain the PgMP Certification.
  • Values: have fun, learn a lot, meet people that has done it or that are willing to obtain the same certification.
  • Method: read the Standard program management, read the PMBoK, do a lot of exercises, look for colleagues that are willing to share their experience and knowledge.
  • Obstacles: Time.
  • Measures:
    • Be PgMP certified at the end of January.
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Digital Transformation blueprint

The digital transformation journey is complex and you can easily lose yourself looking for alternatives and going back and forth without results.

What is what we call “digital”?

Let’s start first on what is what everybody calls digital. The business is business and this has not changed, what has changed is the context, and by that reason we have to look at it continuously.

The consumers have the control, they can change of product, brand or service as soon as they can. So to become “digital” means that you put this as first priority on the whole cycle.

How can we do that? Well the answer is complex, but one of the elements you have to take clear is the fact that you need an ecosystem or platform that enables you to:

  • absorb and analyze all context data.
  • change your operations based on tactic decisions that you have taken based on the analysis.

So, user is under control and to have a platform that enables you to learn and react to it are, simplifying a lot, the two key things.

What is becoming the standard steps for digital transformation

These steps are the typical steps the companies are doing, for sure in different ways and with different styles. The culture is an important component and the organizations with an innovative mindset are crossing the river to digital easily.

Step 1.- Understand the digital dynamics:

  • What are the new consumer habits?
  • What are the consumer value more?
  • How they consume? what is the decision making process?
  • When are they consuming?

Step 2.- Define the new digital business context

  • Who are the industry competitors?
  • Who are the new competitors that do not belong to the given industry?

Step 3.- Determine the cultural and capability readiness and gaps.

  • Is the organization able to adapt to these changes?
  • How can we convince the organization that we have to accelerate these changes?
  • How can we do all this without losing the identity?

Step 4.- Map the value chains and identify the economic value added

  • What is the current situation where we are?
  • What are the main user capabilities that they are demanding?
  • How can we offer them these capabilities quickly, in an intuitive way, and aligned with their experience expectation?
  • What are the operational capabilities we have to improve/change to enable this customer experience?

Step 5.- Build the digital transformation road-map

For all these changes we have defined:

  • What are the initiatives / projects we have to launch?
  • When can be released?
  • What are the priorities?

Step 6.- Create the flight plans for the digital transformation initiatives

  • What are the defined initiatives / projects we have to launch?
  • What are the communications plans we have to prepare internally to show the vision, and purpose of these changes?
  • How ready is our organization to adopt these changes?

Step 7.- Execute the plans across the digital change life-cycle.

  • Just do it, get feedback and achieve these goals you have defined.
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Accelerated Solution Development

I’m working on an initiative that is following a different approach for building capabilities on a business unit. We call it “Accelerated Solution Development”.

Major phases

If you google it, you will find different similar approaches as this. This one follows the following steps:

  • Discover,
  • Prototype,
  • Pilot,
  • Scale.


The objective is to understand the different business challenges of the customer.

The main activities covered are:

  • Define funding for the initiative
  • Allocate the resources under the required roles.
  • Implement Business model canvas
  • Compare solution vision vs canvas
  • Define epics (user stories)
  • Define the initial functional architecture
  • Research technical options
  • Attend demos (for those who has available)
  • Commercial approach
  • Define a solution approach based on the user stories.

The main outcome of this step is to have a defined solution approach for the customer business problem sufficiently defined in order to enable the customer to approve a prototype.

Once the customer is committed to this we jumps to next stage,


The objective is think, design and create a prototype to address the customer business challenge.

The main activities covered are:

  • Design concepts and constraints,
  • Refine epics (user stories),
  • Prototype solution architecture,
  • Define the sprint plans,
  • Develop the prototype, demo at the end of each sprint and get feedback.

At the end, we should have a solution design, a prototype developed and demonstrated.

In case the customer is convinced, then we will go to the next stage,


The main objective is to implement a minimum viable product (MVP), deployed as business pilot.

The main activities covered are:

  • Define the pilot agreement,
  • Develop MVP with the updated user stories,
  • Define the sprint plans,
  • During the different sprints, develop, test and demo the MVP,
  • Deploy the MVP pilot,
  • Make KPIs measures, get customer feedback,

The outcome is the MVP pilot deployed to be used by business on specific defined scenarios. With the KPI measures, we also can prepare the next stage,


The main objective is implement a full live production release of the solution,

The main activities covered are:

  • Solution design and engineering,
  • Finalize the commercial model,
  • Sign the contract,
  • Production development,
  • Business deployment,
  • Move to service mode.

The main outcome of this phase is to have a scaled production environment with continuous delivery, integration platform, operations teams and processes.


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Valuation of Utility Tokens based on the Quantity Theory of Money

This article is gold, I have learned a lot about the basis of the theory of money and token valuation. Thanks Jay Pazos for sharing it.

Acronyms to remind:

  • TAM: Total addressable market.
  • SAM: Serviceable available market.
  • SOM: Serviceable obtainable market, the market that the company can realistically address.
  • PSOM: %market penetration of the company in SOM.
  • Q: quantity of the resource provided.
  • Q = SOM x PSOM


Ok, you do not have time to read the 6 pages article, just read the abstract, I guess it will convince you to read the rest.

A framework to value utility tokens would allow for more transparent Initial Coin Offerings (ICO) and help in the development of digital assets. In this paper, we derive a formula to value utility tokens and the network that supports it. We found that valuation is directly proportional to the price of the resource being provided and the size of the Serviceable Obtainable Market (SOM) for that resource. Also, it is inversely proportional to the velocity of the token. In section 4 we derive a formula for a crypto conversion factor that relates the price of the token to the price of the resource provided, the factor is not linear and has seven variables. For cases where the growth of SOM and the growth in price of the resource are not high, longer times to develop the network will
decrease valuation; this is because discount rates for start-up and growth companies are high. On the other hand, if the build-up of the network goes on-time as planned, posterior valuations of the network will yield higher values. As expected, valuation doesn’t depend on the number of tokens issued as that variable doesn’t appear in the formula. We believe that by making these formulas available to the Blockchain/DLT community,
we can help network developers to understand how key variables impact the valuation of the network they are trying to build.