The Colander
We started the alpha about four weeks ago, but almost all of that time has been devoted to getting set up and preparing ourselves to do research and testing. In an alpha, it can feel like you’re not making progress if you’re not shaping prototypes or putting things in front of users, not running spikes or playing around with data.
But it’s not true. All that setup work and extra exploration is useful. Nay, it’s necessary. When we were doing the alpha recurring payments on GOV.UK Pay, I remember there was a liminal period between discovery and alpha then too.
In running, there’s the concept of ‘Zone X’, this moderate-intensity rut between easy pace and threshold pace. It exists to tell you to slow down when you really need to be going easy, or keep it steady before you need to really get faster.
The start of an alpha phase is Zone X, moderate intensity. A bit quicker but not as fast as you’ll be going soon, and still productive.
Zone X has culminated in us achieving decent milestones this week:
- We got clinical assurance for our plans to test prototypes with users in a few weeks’ time.
- Ralph made a start on the prototypes we’ll test with users.
- Matt added lots of detail to our technical spike plans, meaning we could plan the tasks to execute it.
- Matt and Jamie also framed the spike as an experiment using my template, calling out the method, success metrics and key dependencies.
So yeah, meaningful progress.
Much more happened this week, and there’s other notes in my Obsidian vault, but that’s what it feels worth reflecting on this week.
Oh, one other thing: the culture. An intern spent eight weeks with us on Innovation & Analysis, in some of the messiest, most complicated parts of the NHS’s digital service estate – and came out happy, smiling, willing to come back. That says a lot about the culture our leadership has built. Props to them.
We published another design history too, looking at examples of How the NHS App presents different prevention service test results. Differences usually come down to how humans record the data, how systems transfer it between services, and how that data ultimately reaches the NHS App. It’s not a complete picture, and in some cases Al had to hunt through online forums for examples, but it’s helping us see what’s similar, what isn’t, and why as we explore helping users do more with their test results. (There’s also a spicy comment in there about what teams need to do their work well, go have a look.)
Jamie and I have been playing around with our ‘operating model’ for the alpha some more, but it feels like it settled this week. Blog post or design history incoming, from us two with floppy hair.
Other things
- This weather can do one.
- I appreciated the moon for eclipsing the sun and reducing the temperature a bit though.
- Also appreciated our colander, thank you.
- Not going camping this weekend, it’s too warm. Going to enjoy a viral spice bag with Owen instead, and sup some snakebites by the river.
- Looking forward to the political commentary tomorrow, to see whether Burnham survives that emergency alert. This skeet wins the week.
Bookmarks
- Devolution needs data to succeed, 9 mins. Devolution requires better data sharing between government levels to work well. Currently, fragmented data blocks early help for issues like youth unemployment and homelessness. The central government must lead by setting standards, opening data, and improving cooperation with local authorities. (Good mentions of Digital Planning.)
- Nudge or tax? At last, some data, 5 mins. For the next time someone senior suggests a nudge. Nudges, like better electricity bills, can reduce energy use by about 4 to 7 percent and are cost-effective. However, taxes on energy cause much bigger changes and bring more overall benefits. The best approach uses both: strong policies like taxes plus smart nudges to guide behaviour.
- Why good teams should embrace tension, 4 mins. Took me a few years to learn this, but Vero captures it well. Good teams need the right amount of tension to work well and create better ideas together. Too much tension causes conflict, and no tension leads to boring work with no impact. Healthy tension means challenging each other kindly and sharing responsibility to make the team stronger.
- Open ended?, 3 mins
- ‘Big Short’ investor Steve Eisman sees an Achilles’ heel in the AI boom, 2 mins
- Does Silicon Valley dream of Philip K Dick?, 1 mins
- Anthropic says it will watermark text generated by its AI models, 2 mins
- Article 50 of the EU AI Act, and what it means for you, 13 mins
- Two more collaboration contracts, 3 mins
- An AI-armed public could bring the British government to a halt, 5 mins
- Cost per kb, 3 mins
- Turning ambition into action in complex systems, 3 mins
