Marcel van Marrewijk's Blog, page 117

Project 333 – a way to the minimalistic wardrobe

Last week I wrote about the Minimalists and their recent documentary. In the documentary, there are awesome and different ways of becoming a minimalist. Their main philosophy is by living a life with less stuff and more meaning. The logic is simple, the less stuff you own, the less stuff you worry. And also the more time you have to enjoy the simple things that make you happy. Let’s also get something else clear; minimalism is not about money, is about in what you choose to spend it on.

In the documentary they interview tons of people with different initiatives, showing that minimalism comes in all shapes and sizes. One of which impacted me more than the others was project 333. Why did it impact me more? Because it is about clothing. And you probably don’t know this about me dear reader, but two years ago, if I had any money in my bank account I was going to spend it with either clothes or makeup. And this year, for a reason I am telling in another blog, I am saving as much money as I can, and I haven’t bought a single item of clothing or makeup. The coolest thing? I don’t miss it.

Ok, so let me tell you what project 333 is. The project was created by Courtney Carver back in 2010. She was digging into the minimalist lifestyle and directed her attention to the most chaotic part of her life: her closet. That’s when she created a fashion challenge that came to be Project 333. The challenge is simple; you can only wear 33 pieces of clothes for 3 months. You think that’s easy? Well, in those 33 pieces, you have to count accessories, jewelry, outwear clothes and shoes.

I loved the idea of the project because I have been doing it since January without knowing it had a name. I confess I didn’t count my clothes to see if it is 33 pieces, but I am certain it is close to that. What I like about it is that, when you have fewer pieces of clothes, you also optimize them. It helped me uncover my style, instead of buying whatever comes in the new Topshop and Forever 21 collections. It also helps me go away from fast fashion shops and invest more money in clothing that is better quality, will last longer, are usually better for the environment and socially responsible, and I will wear them for sure. It’s a win situation for everyone.

Beyond that, it makes it easier to build your perfect wardrobe, and that’s the challenge I am proposing myself. To create a budget knowing exactly which piece of clothing I am going to buy and saving money for that. So what is your perfect wardrobe? To see all the rule of the challenge go to Project 333 and share with us your experience. Or if you would like to know other ways to have a more minimalistic life, watch Minimalism on Netflix.

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Learn Dutch with Taal Doet Meer in Seats2meet

Taal Doet Meer a Dutch initiative in Utrecht, counts with more than 900 volunteers per year to teach languages, mainly Dutch. As part of teaching Dutch, they host several events per month to gather the Dutch language masters and those who, just like me, still have to conquer this super power that is speaking Dutch.

The good news? In the next month, they will host four events in Seats2meet Utrecht CS. And don’t worry, the times are from 19h to 21h so that you can go there after work! Do you want more good news? You have it. The admission for the events is for free. And beyond having that help on learning a new language, Taal Doet Meer knows that learning a language is also a social program. So enjoy it to make new friends!

The invitation is of course not only for those who want to learn but also for those who would like to teach. So if you are already an expert in Dutch you are more than welcome to show up and help the newcomers with your language, especially the G’s. The events will happen on August 29th, September 5h, 12th and 19th. To get more information like the Taal Doet Meer Facebook page and keep an eye for when they publish their events. You can also e-mail dirkje@taaldoetmeer.nl.

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Hotjar is looking for a Creative Director

Opportunity via Hotjar

Job description

Note: Although this is a remote position, we are seeking candidates in the following timezones only: Europe (UTC+0 – UTC+4), US (EST only).

We are looking for a strategic, user-centric and hands-on creative leader that is ambitious and passionate about creating engaging, consistent and memorable experiences. Hotjar is a rapidly growing startup that is giving thousands of designers, marketers and website owners the tools needed to discover how their visitors are really using their website. In this role you will be actively contributing into shaping and evolving the Hotjar brand whilst growing with us.

This is an excellent remote career opportunity in a key role with a fast growing and innovative tech-startup. This role is situated in the Product Marketing team and will report to the Director of Marketing.

As the Creative Director, you will be:

Directing and creating media and campaigns that engage and empower our target audience to take action.
Hands on – designing creative assets for Hotjar sites, advertising, content marketing and marketing campaigns.
Owning and maintaining resources related to Hotjar’s brand and identity.
Advocating Hotjar’s brand standards and visual communication while ensuring they are met both internally and on all public channels, including social media and marketing channels.
Working within the Marketing team – managing the creative process and translating marketing objectives into clear creative strategies from concept to completion.
Working closely with product teams to ensure consistent messaging and visual communication.
Leading, training and mentoring a team of creatives whose primary focus is to provide Marketing with all their creative needs.
Participating in the recruitment process when hiring new creative talent to join the Marketing team.
Identifying and communicating with third-party creative agencies to collaborate and sustain marketing needs on all channels / mediums.

Compensation Range:

The budgeted compensation range for this role is €60,000 to €80,000 annually. Ranges are based on market research and are equitable to other roles within Hotjar. The actual compensation offered to the chosen candidate will be based on relative experience and skills. At this time we are only able to provide official employment status to those located in Malta. All other candidates will join our team as full-time consultants and will be responsible for paying any taxes or applicable fees where they reside.

Requirements

We want to hear from you if you:

Have 6+ years of creative direction experience with a minimum of 3 years leading design teams with a variety of skills (visual, UX/IA, writing, research, etc) at digital product companies.
Are a proven leader with great practical design skills who is eager to use them on a regular basis. You have shipped a lot of work yourself over the years and you know what it takes to create awesome, memorable experiences.
Have an analytical and user-focused mindset and understand the importance of qualitative and quantitative research. You constantly seek to improve your team’s outputs through user feedback and data insights.
Demonstrate a desire for continuous learning and personal growth in multiple areas; from design skills, to leadership, to processes, to market trends, etc.
Are an excellent communicator with excellent verbal, written, interpersonal and technical skills, and are able to work cross-functionally with business stakeholders.
Take pride in your ability to inspire and motivate others to carry out and execute a strategy while working in a fully remote team environment.
Are able to independently take decisions on final visuals and copy while meeting deadlines within the marketing team.
Are able to think critically and problem-solve in a fast-paced, entrepreneurial environment.
Are experienced working in a high growth SaaS startup with global expansion. This will be considered a plus, not a requirement.
Must submit to a background check confidentially processed by a trusted third party resource.

Click here to apply for this job

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Join the Great Minds meeting in Utrecht

Next Monday in Utrecht three hundred people will gather in De Fabrique to inspire and be inspired on how to grow a sustainable and resilient society. The initiative from MasterPeace is in its fourth edition, always attracting a great and enthusiastic crowd about change.

Masterpeace is a nonprofit organization that aims to inspire people to use their own talents for peace. They are active in 39 countries in all corners of the world. Working with fours goals: music above fighting, dialogue above judgment, bread above bombs and creation above destruction.

Great Minds meetings will host several keynote speakers and workshops contemplating three main topics; education, inclusive communities and peace and justice. You can check all of them here, in the program that lasts from 11 in the morning to 18. Anyone is invited and you can participate in the inspirational day for 195,- euros. Go to the Great Minds meeting to know more.

And even if you can’t join us next Monday but like the MasterPeace project, or think that you can contribute somehow you can e-mail them on info@masterpeace.org.

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Lessons from and of the Uber affair: Failing leadership, a bankrupt startup culture or nothing to worry about?

By  Hans van der Loo  and  Martijn Arets

The leave of scandal plagued Uber CEO and co-founder Travis Kalanick has fuelled public debate lately. This comes to no surprise, when taking into consideration that Uber has been presented as the world’s paragon in being the most successful, disruptive and exponential growing company. Yet, after the explosive rise, an as spectacular fall followed. Which lessons can be learned from this case? Well, exponential growth and exemplary roles are no guarantee against failing leadership? Or, that the fall of Kalanick could be a sign that Silicon Valley’s start-up culture is rotten to the bone? Or, perhaps nothing big is going on and this is a healthy sign of the economy’s self-cleansing capacity? We present you the arguments one by one.  

The naughtiest child in the class

A ‘wild ride’, is how the renowned American journalist Adam Lashinsky presented the explosive growth of Uber in his recent book. While writing, he wasn’t aware the ride would end up crashing into a tree. Though he had a strong presentiment as he stated: ‘opposition has become part of the journey’.

There has been sufficient opposition during recent years: partially because of external factors, like the fact that Uber, as newcomer, entered an overcrowded and overregulated market. You might describe this as a functional opposition, but a collaborative stance would have probably resulted in next to nothing in this market. A great deal of the opposition was caused by the leadership and the culture of the company itself. Travis Kalanick has the character of a born street fighter, a foul-mouthed, over ambitious and especially uncompromising leader, who doesn’t rest until he sees growth and experiences victory. At first, his hard and disruptive approach brought the company success and admiration. Competitors favoring a softer approach and trying to reach consent with existing taxi companies, found themselves either caught up in or crushed by the existing system. Uber gave the status quo a cold shoulder and grew explosively.

Such behavior in leadership will always show its downsides. The aggressive and brutal approach while hitting his home run, formed ideal soil for narcissistic and superior behavior. This, in turn, went hand in hand with a complete disdain of the meaning of others. It became strikingly clear as Kalanick made a nightly ride in one of his own taxis this year February. He was recognized by the driver, who took advantage of the opportunity to address his boss reproachfully about the low rates Uber pays. ´I’m almost bankrupt because of you. I lost thousands of dollars…´, the driver told. This allegation did not go down well with Kalanick. ´You know what…´, he angrily replied the driver, ´… some people don’t like to take responsibility for their own shit. They blame everything in their life on somebody else´. He slammed the taxi door with a clear curse coming over his lips. He didn’t realize that this whole disgrace was captured by a rolling dashboard camera. The video promptly appeared online and resulted in a negative media storm, after which Kalanick was forced to his knees to openly promise improvement.

This behavioral pattern –of rashly creating malpractices or causing scandals, initially ignoring the fuss completely, and only offering excuses and promising improvement at a second or third instance– would be repeated time and again. Be it the accusations of a female employee about a misogynistic policy and systematic sexual intimidation, the allegations that the company had been hiding from government controls for years, by installing secret software (government officials whose names were known to the company where invariably shown a screen saying no rides to be available), the allegation that of Uber had stolen company secrets concerning self-driving cars from google –Kalanick invariably dismissed it with a puberal wittiness or an empty promise to look into it. Only under heavy outside pressure (and majorly from his financiers) he showed his insightful and lenient side. He announced –mentioning it in regard of ‘Travis 2.0’– to polish his leadership style. But even such was done quite reckless; while an independent research made a devastating judgement about the misogynistic culture of the company, Kalanick simply decided to start meditating… in a room intended for women to breastfeed their infants.  

Sign of a rotten start-up culture

Who hails the statement that the Uber affair is the result of an ill-considered failing leadership, easily draws the conclusion that at least someone should be blamed. Replace the man by a more capable leader and the problems are solved. But it isn’t that simplistic. Although Kalanick has waived his position as CEO (for now), he still remains connected to the company as a director. Moreover, behind every leader is a multitude of followers. According to many, much more is going on than just failing leadership. The Uber affair would be a typical symptom for a sexist, racist, and age discriminating, unethical and money-grubbing behavior of the hailed techies in Silicon Valley. The flood of criticism over the last weeks crushing in on the high-tech sector showed major similarities with the negative way bankers and other financial services were treated a few years ago.

What is central to all this criticism? The fact that all explosively growing companies are virtually exclusively in the hands of young white men, and for any other age group, race, or gender is no room. That this results in a uniform, aggressive and puberal culture of fraternity men, where insiders pretend themselves to be superior to everyone who isn’t part of their clique. That all is about money and growth. That leaders of fast growing companies, despite their roaring missions and world improving slogans, hardly show any social responsibility. And that executives and investors usually turn a blind eye.

Their criticism is partially rooted in true facts. Folks cherishing the ideal picture of ‘nerdy white young males’ swarm within and around Silicon Valley. Women, blacks or latino’s, and elderly just don’t fit in this picture. The numbers tell their own story in this case. According to a 2014 research, the percentage female employees of companies financed by venture capitalists didn’t reach above the 15% mark. Only 2.7% of the companies appeared to have a female CEO. Discrimination is the norm, diversity is hard to find.

Several counter examples, which show that a different and better approach is possible, are however available. They show us that it is possible to constantly bear this mission in mind (e.g. Google, Facebook and Tesla), that there really is room for diversity and input from employees (Airbnb and Zappos) and that it’s not always and exclusively about personal gain.

Self-cleansing capacity

With a little good will, even the Uber affair can be regarded as a sign of self-cleansing capacity. This at least is the opinion of a select group of key players. Most attention was drawn by the statements made by Marissa Mayer, former CEO of Yahoo and current Uber commissary. She, though unsolicited, shared her opinion of Kalanick being a “phenomenal leader”, who simply didn’t had clue of what was going wrong within the his business. “When your company scales that quickly, it is hard” –to get to know such things, she added to be sure not to be mistaken. The usual nonsense argument to condone failing leadership behavior. Why this indication of adhesion? Malicious gossipers claim that Mayer was just in to be catapulted as the Kalanick’s suited successor. A little diplomacy wouldn’t hurt in such a process, even the more as Kalanick remains present in his role as director (and is still co-responsible for the appointment of his successor). The other, at least as cynical assumption, has to do with Mayer’s bad reputation as leader. Based on her rather unsuccessful performance at Yahoo, she is widely stigmatized as one of the –if not the– worst leaders of our current time. The list of vices on her account reaches from egocentrism, over the incapability to listen to others, micromanagement, lack of strategic direction, the creation of a negative work space, to deceitful behavior and a strong preference for just as extravagant as unnecessary expenditure patterns. These praises addressed to Kalanick appear, in light of this, as a lame helping a blind to walk…

The renowned American scholar Jeffrey Pfeffer points out that the most start-up founders bit the dust after a few years, and are forced to hand the rod of management to more experienced and leaders tailored for larger businesses. This happens based on the view that starting, and creating movement with, a new company requires different character traits and skills, that for the running of an existing company. The number seem to proof Pfeffer right; according to a 2012 study about half of the founders leave their ground after 3 year, however another research shows that the number of founders in the CEO seat doesn’t exceed a 15% rate after about six years. Upon reflection, there is more to say about these percentages. Considering that less than a quarter of these start-ups reach the age of 5, you will have to conclude that the founders of successful start-ups –and especially of the ‘unicorns’ (starting companies with a market value of 1 billion of more)– have good chances to remain at the helm for a longer period (like Larry Page of Google, Mark Zuckerberg of Facebook and Brian Chesky of Airbnb) or to follow the route of Steve Jobs (leaving in order to return again, which also counts for Twitter’s Jack Dorsey).

How to continue

Looking at Uber’s future it becomes clear that the current success, with a confronting approach is the result of a needed strategy to disrupt a market like the taxi market, but that this approach isn’t durable. Though Uber is the world’s biggest taxi company of the moment, and could become a healthy business, within the present business model, despite a legacy of 12 billion of investments, which have to be paid down with interest, the ambitions reach further. With the wish to become the dominant platform within the self-driving transport sector, the business will have to shift from a confronting to a collaborative organization. Where inside the taxi world (an independent position in transport with existing cars from A to B) looked comprehensible, the outlook on the world with self-driving vehicles (with dozens of businesses contributing their part to the value chain) is a whole lot more collaborative. Uber is challenged to take a turn. We are looking forward to which rabbit appearing from magical hat of the actual Uber board and stake holders will take the lead, and how they will secure his leeway to make this turnabout happen.

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Government credit to lifelong learners is here

You are born, then you have a few step stones: your first words, first steps, the first day of school, first kiss, go to college, graduate, get married, have kids. You all know the drill. But not really, right? I mean, this was how it went for our grandparents and parents, depending on your age. But not for us. By ‘us’ I mean the generations starting from baby boomers to millennials.

Yes, baby boomers are known for being very traditional, and they had it good at the beginning of their careers. But even as they approximate or are already in their retirement years, they are healthy and far from feeling useless. Comes in those stories of people who at their 50s and 60s completely changed their lives. They retired from their insurance jobs and started designing games, or coaching people or started a whole new business in an unexpected area.

It doesn’t happen only to baby boomers, but the idea of pursuing only one career is hunting everyone working. Me for instance, I studied how to make TV and radio content. And here I am writing a blog to you, working with WordPress while I learn how to code on codecademy, Dutch in Duolingo and graphic design with friends.

The good news is that this long life learning trend got to the Dutch government. From June 8th this year on, people up to 55-year-old have the right to ask for a studying loan. Yes! You can be more than 30 and go after a second, third or fourth degree. Or, maybe, if you have been working on a travel agency for the last 30 years and now you are out of a job because of booking.com, you can learn a new profession more relevant for nowadays.

The credit named ‘Levenlanglerenkrediet’ translating to ‘Lifelong learning credit’ is for any Dutch or European citizen living in the Netherlands and coursing a university recognized by the Dutch government. Another requirement is that the candidate to the credit is between 30 and 55 years old. Look here for more information and to apply.

 

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MEET | GROW | PLAY 3 gratis ondernemersevenementen

In het enorme aanbod van evenementen is het tegenwoordig soms best lastig kiezen als ondernemer. Toen ons als projectteam gevraagd werd door Makro Nederland om een reeks ondernemersevenementen te organiseren in aanloop naar de Dag van de Eigen Zaak, hebben we dan ook goed rondgevraagd waar jij als ondernemer nu écht behoefte aan hebt. Het resultaat is de MEET | GROW | PLAY reeks geworden, met als centraal thema ‘waardecreatie’. En daar zijn we trots op!

MEET | The Meetup

Ken je ze, die netwerkevenementen waarvan je thuiskomt en denkt: ‘Was weer reuzegezellig, maar wat heb ik er nu eigenlijk uitgehaald als ondernemer..?’ Een borrel is snel georganiseerd, een goed netwerkevenement vraagt om meer. Als ondernemer ben je op zoek naar new business of je wilt je (lokaal) verbinden met mogelijke partners om het aanbod naar jouw klant nog sterker te maken. Dit netwerkspel lieten we speciaal voor jou ontwikkelen door de Facilitating Company. Het zorgt ervoor dat razendsnel de potentie in jouw lokale netwerk zichtbaar wordt. Dat maakt de bijeenkomst verrassend én relevant! Uiteraard ontbreekt een heerlijk hapje en drankje niet, want ook dat verbindt. waar: alle 17 Makro-vestigingen | wanneer: donderdag 7 september, 17-19 uur | aanmelden: www.makro-netwerkplein.nl

Tip: op zoek naar meer relevante ontmoetingen, download dan zeker ook The Serendipity Machine van S2M (iOS en Android)

GROW | The Webinar

Misschien ben je een startende ondernemer of wil je jouw bedrijfsmodel weer eens goed onder de loep nemen. Met dit webinar, georganiseerd door samenwerkingspartner Boostz, duiken we in het Business Model Canvas van Osterwalder. Hiermee krijg jij, onder vakkundige begeleiding, snel een visueel overzicht van jouw bedrijf en propositie en ontdek je waar je volgende stappen als ondernemer liggen. Het webinar vormt de amuse voor PLAY The Challenge! waar: online | wanneer: dinsdag 12 september, 16-17 uur | aanmelden: www.boostz.nl/webinar-makro

Tip: kun je het webinar niet ‘live’ meekijken? Via bovenstaande link kun je het ook later bekijken!

PLAY | The Challenge

Goed luisteren naar wat jouw klant écht wil, blijven inspelen op de veranderende behoeften, outside-in denken… We weten het allemaal, maar het komt nog wel eens op de achtergrond in de drukte van alledag. Herken je dit? Tijdens PLAY The Challenge spelen we een uniek ‘levend’ waardepropositiespel (beta), gebaseerd op Value Proposition Design van Osterwalder (de opvolger van Business Model Canvas). ‘s Ochtends een algemene case, ‘s middags ga je met je eigen bedrijfsmodel aan de slag om weer even de match tussen jouw klant en aanbod scherp te krijgen. Het spel is mede ontworpen door onze samenwerkingspartner Team Academy, HBO ondernemersopleiding. Er zijn maar 50 plekken beschikbaar, dus schrijf je snel in! Door middel van waardebepaling achteraf, laat jij aan het eind van het evenement weten wat jij deze dag waard vindt. waar: Team Academy, B. Amsterdam | wanneer: vrijdag 29 september, 09:30-18:00 uur | aanmelden: http://bit.ly/2vwlps7

Tip: nog niet bekend met Value Proposition Design? Kijk dan GROW | The webinar terug via bovenstaande link. Business Model Canvas is namelijk de voorloper van Value Proposition Design.

Makro’s Dag van de Eigen Zaak 

Als kers op de taart biedt Makro jou bovendien op de Dag van de Eigen Zaak op 10 oktober 2017 een gratis online platform om o.a. jouw naamsbekendheid te vergroten door aanbiedingen te doen op www.own-business-day.com/nl-nl.

Tip: als je als ondernemer geen eigen locatie hebt, maar wel graag een aanbieding met jouw (potentiële) achterban wil delen, biedt Makro jou ook een ‘offline’ platform! Check www.makro-netwerkplein.nl

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An interview with Deemly, the startup creating trust

Recently we met Deemly, a startup that is tackling one of the main challenges of the sharing economy: trust. In this interview they tells us how they create trust among peers, the trends they see and a bit more.

A Brief Guide to Managing a Global Startup

This article was originally published in deemly.co

In a previous post , I presented a few tips for staying productive if you work remotely. However, the game changes when you’re in charge. Many start-ups employ workers abroad, and so you might find yourself leading a team that lives all around the world. How do you foster camaraderie between people that have never actually met each other, save for emails and voice or video calls?

Encourage Your Team to Work Together

Your team members shouldn’t just communicate with you – let them talk to each other directly! Just because they live in different places doesn’t mean they can’t communicate. It’s important for them to get to know one another to foster a collaborative atmosphere. Whether you prefer email or video and voice calls, there are many ways to keep in regular contact. Increased communication makes people feel more connected to each other and the company, which improves both retention and morale.

Schedule Regular All-Hands meetings

Even if you’re all together for only a few minutes, an all-hands meeting is a great way to cultivate unity. Since you don’t share an office space, it’s rare that the entire team is present in a single location. This may be tricky to coordinate at first, but it’s definitely worth it. During this meeting, you can update everyone on company news, and have each person describe what they’ll be working on that week. Remote work is often lonely, and so this is an especially effective way to make everyone feel like part of a real team.  

Become a Time Zone Master

Always be mindful of time zones when scheduling meetings and making deadlines. Depending on your location, you might be only a few hours ahead or behind your staff, but in some cases, you might find yourself on opposite ends of the day with a team member. In any case, you’ll need to adjust your schedule accordingly, sometimes waking up early or staying up late to speak with people at odd hours. This may be taxing, but isn’t that what #startuplife is all about?

Be sure to keep track of daylight savings changes – time differences between countries may temporarily grow or shrink since countries change their clocks on different dates. Also, do some research so you can anticipate any country-specific holidays.

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Mozilla is hiring a Senior Operations Engineer

Opportunity via WeWorkRemotely



Location: We want to hire this person in Eastern Time Zone (remote or in our Toronto office)
 
Senior Operations Engineer

About the Team

Mozilla’s Services Operations Team is looking for an ambitious Operations Engineer. You’ll need solid Linux/UNIX skills and experience with standard web application stacks (LAMPy, Node.js, etc). You’ll also need to be able to program with a deep understanding of deployment challenges. You’ll be expected to provide hands-on technical engineering of our ever-growing server and application environments across multiple global data centersand AWS. Most importantly, you’ll be an integral part of the team handling the infrastructure responsible for delivering Mozilla’s back-end services (such as Add-ons and Sync) to millions of Firefox users.

As a senior operations engineer at Mozilla, you will…


Maintenance of our core server infrastructure which includes helping to scale our back-end services from tens to hundreds of millions of clients
Support, tuning, maintenance, and documentation of our operating environment including builds, code deployment, and solving problems
Write, maintain, and expand automation scripts, metrics and monitoring tooling, and orchestration recipes
Work with product engineering to ensure code is production ready
Collaboration with QA, Security, and Engineering for coordinated code releases


Your Professional Profile


Have solid scripting knowledge (shell, Python, JS).
Some development background with Python, JS, or Go highly preferred.
Configuration management and orchestration experience. Puppet experience is a plus.
Experience working with a cloud infrastructure. AWS experience a plus.
Monitoring/metrics experience, including plug-in/check script writing and modification.
B.S. in Computer Science would be lovely, but real-world experience is preferred.

To apply click here.

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