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Product strategy and emerging technology in 3D, CAD, Visualization, PLM, AEC, BIM, and downstream 3D. Brought to you by Jed Fisher www.4Dpipeline.com @4Dpipeline
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Primary Benefits of BIM

Primary Benefits of BIM | 4D Pipeline - Visualizing reality, trends and breaking news in 3D, CAD, and mobile. | Scoop.it

This is the third part in a series about demystifying BIM. 

Jed Fisher's insight:

Love the concept of lonely BIM and social BIM, big BIM and little BIM.

Such a nice way of explaining the key BIM concepts, nice job @shoegnome. 

Not sure I 100% agree with the degrees of Integration, Design, Construction, FM, yes, but Augmented Reality is a technology not a vertical. I would instead have put here Owners. Owners and even downstream consumers of the building are to me one of the final frontiers for making BIM really really useful (AR is just a (good) technology to help it be useful to these people).

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Creating a Kick A#$ Culture!

The interest on culture debt is really high.

One of the few common characteristics of super-successful companies is that they have a distinct culture.  Google.  Facebook. Zapps. Netflix.  The list goes on and one.  

Maybe you can't create a culture -- but you can certainly destroy it through neglect.  The 2nd Law of Thermodynamics applies here.  Left alone, most things degrade to crap.  In the early days, it's OK to rely on the behavior of the founders and early team to set the culture.  That works great.  The problem with this model is that as you start to grow, there's a fair amount lost in translation.

 

Text from the talk can be found here:

http://onstartups.com/tabid/3339/bid/96107/Culture-Code-Creating-A-Company-YOU-Love.aspx?utm_source=twitter&utm_medium=social&utm_content=7e8e5e52-88d9-470b-ad50-fa42bbe37cb0

 

Jed Fisher's insight:

Slightly off topic but it's another super article by @Dharmesh that is well worth reposting.

Culture is so often incorrectly focused on or is just "fluffy".

What I really like about this slidedeck is that Dharmesh links Culture to Vision and core product management values. Eg What are we doing? Why are we doing it? What do we believe? How do we get there? Who do we need to help us get there? What does success look like?

 

I find that in the best companies, everyone can answer these questions. It's really very hard todo because they are hard questions(!) Working them out in the firstplace takes time, a good PM process, and discipline. That said, once you have a long term vision and plan to get there, then make sure the team knows it and shares it, make it part of your company DNA.

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