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musicgoon · 4 years

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Book Review: Freedom is Coming

It is easy to be detached from the Christmas story. We hear it every year. We go through the motions. And we are comfortable with our Christmas traditions. But in “Freedom is Coming” by Nick Baines for SPCK Publishing, we have a way to go back in time and see the Christmas story with fresh eyes.

The Rt Revd Nick Baines is the Bishop of Leeds. He gives us a book in the form of an Advent roadmap by focusing on Isaiah 40-55. The book is broken up into 6 weeks of readings. Every Sunday serves as an introduction to the week. The book is paced so that every day you are reading around 4-6 pages.

From Advent

Week 1 is subtitled Hearing Voices. Baines jumps right in to get us up to speed with the context of the Jewish exiles. And his ability to help the readers get iin their shoes is done well. He also helps us understand the Biblical language. For instance, in regards to the comfort Isaiah offered his people, he writes: ‘To comfort,’ then, is not to create an illusion, to urge some escape or offer wishful sentiment; rather, it is to face reality, encourage determination and endure.

But even though the context is king, Baines has no problem relating the Biblical themes to the real world. He asks how we are able to discern to the Word of the Lord in our own context, referencing Brexit, the rise of the Far Right in Europe, the Trump-Putin nexus, the rise of China as an economic and military power Because this is an SPCK title, there are many references to Europe and the United Kingdom. But this does not take away from the reading. Rather, it adds a certain flavor to the book and made his illustrations interesting for me.

Week 2 is subtitled Easy Idols. This section is all about our diverted attention to the attraction of small gods. Apart from the idols of money, power, and sex, he asks us to think about the modern idols we worship: affluence, security, national identity, and self-preservation. He helps us understand how being chosen by God should affect us and the state of our hearts when we dismiss his choosing and look at him in convenience.

Week 3 is subtitled Fear and Faith. Another fitting subtitle would be Promise and Hope. He does not cut corners when he tackles the topics of suffering and death. And he helps us realize that our prayers fall short of the character of God. He writes: “To take God’s name in vain, as the commandment tells us is forbidden, is not primarily to swear or blaspheme; rather, it is to speak or act in such a way as to deny the character of God and therefore bear witness to some other idol.”

To Epiphany

Week 4 is subtitled Power and Faithfulness. This section is all about seeing Jesus for who the Bible says he is. We need our blind eyes to be opened, and God opens them to see Jesus as a servant, as well as one who upholds justice and covenant. Baines helps us see the beauty in what the world sees as despised and rejected, scarred and humiliated. And he leaves us with the hope of the resurrection.

Week 5 is subtitled Joy Will Find a Way. He says we will one day sing and shout, not be ashamed, and find freedom. He helps us understand the concept of steadfast love as love that does not rush to resolution. And he is pointed in stating we must commit to the cross.

Week 6 is subtitled Going Back a Different Way. It is a triumphant conclusion that says that joy and peace are found in Jesus.

Christmas With the Prophet Isaiah

Each day ends with a simple one-sentence prayer to help us engage with God. Reading this book does feel like diving into the Christmas season. He references Handel’s Messiah and numerous Christmas carols.

This book asks us to slow down this holiday season. To stop and rest from the work of “doing stuff.” Sometimes we must be silent to hear the Word of the Lord. It is a breath of fresh air when the Christmas season seems stuffy.

But what this book excels at is being able to take me out of my comfortable Christmas. One day at a time, in brief, but powerful readings, I am able to feel what the prophet Isaiah experienced. I can think of no better way to spend Advent and Christmas. Because by his words and through his eyes, I can see Jesus Christ, the Word became flesh.

I was provided a free copy of Freedom is Coming but was not required to write a positive review. Read more of my book reviews and follow Dive In, Dig Deep on Instagram - my account dedicated to Bibles and books to see the beauty of the Bible and the role of reading in the Christian life.

#book review #advent #christmas #review #christianity

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switchcheek14-blog · 5 years

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Could Philly ever be a game development hub? Nathan Solomon says no

Editor’s note: (5/24/19, 9:37 p.m.) Wow, a lot of you really hated this story! In all seriousness, I realize now that we — I — missed adding a lot of context here. Technical.ly has been covering Philly’s video game community for years, including most recently things like the Phillytron arcade, companies’ crowdfunding raises and when Philly Dev Night became Philly Game Mechanics. We’ve also brought a whole bunch of local game makers to our own events over the years.

So, yeah, there’s a lot more that could have been said here that wasn’t. This story came about because the author wondered what happened to Philadelphia Game Lab, specifically; it doesn’t look like we covered its 2016 shutdown when it happened. The headline and the interviewee’s responses are meant to represent one (challenging) perspective. Still, the result didn’t do enough to also acknowledge the history and current activity of indie game development in Philly.

I’d love to publish a response guest post or roundup of responses to this story, so if you have strong feelings, please do email me — [email protected]. As always, thank you for the feedback. Seriously. -jz

For a few years before it shut down in 2016, the Philadelphia Game Lab (PGL) was a hub for those interested in building video games locally.

Originally, the nonprofit — not to be confused with the Philly Game Forge — was meant to be a kind of branch of another organization, the Grassroots Game Conference, before PGL founder Nathan Solomon concentrated on working with university students in game technology and development, which would eventually led to the founding of PGL. It shut down largely due to difficulties with its funding model and university partnerships.

There are a number of indie game development studios operating in Philadelphia right now, including PHL Collective, Cipher Prime, Gossamer Games and JumpButton Studio. But could the city still have aspirations for being a hub for the video game industry? Solomon says no.

Since Solomon’s departure from the game lab, he has become the director of Blackstone LaunchPad at Thomas Jefferson University. While he has not completely detached himself from the gaming community, he’s not a convener of it anymore.

I reached out to ask Solomon about the end of PGL, why the industry isn’t stronger in Philly, and whether indie developers have a chance to grow here. His responses have been edited for length and clarity.

###

We shut down in 2016. At that point we had held the Grassroots Game Conference for two years (2012 to 2013), then operated with focus on working with university students in immersive experience and game technology development as the Philadelphia Game Lab for two years (2014 to 2016). I actually started out with the idea that PGL would be a different sort of entity, and organically transitioned to the final model of working primarily with teams of university students and recent grads (about 120 individuals in total), in development of technology, in late 2013.

I can probably best organize the reasons for ending the project into two categories:

[First,] creative technology talent in Philadelphia lies overwhelmingly in universities. We had great relationships with professors and students at a range of universities, including Penn, CMU, Temple and Drexel. Students with whom we worked, especially at Penn and CMU, all loved this city but generally moved on high prestige tech companies on the west coast or elsewhere (unless they stayed here to work at Comcast). We were a step on that path, between university and prestige positions.

The bookend problem to that proposition, which eventually became clear, was that universities have a strong tendency to want to be in the position/role we were taking. We were squeezed between the universities wanting to develop IP/entrepreneurship and the tech companies to which our developers were inevitably bound. This made it hard to see how we could flourish in the long term.

[Second,] I founded PGL as a 501c3 in the belief that that structure would both facilitate university relationships, and be helpful in finding additional funding toward our mission. The problems we ran into with this approach were around the reality that our best and most promising funding sources ended up being in commissioned technology development.

We grew from $7,000 in revenue in 2013 to ~$700,000 in revenue in 2014, that went entirely toward paying students and recent graduates in this region — which created a problem unique to nonprofit structure, in that we could take no investment to continue that growth, and that a nonprofit cannot take on a credit line until it has three years of audited financials. The latter meant that every month or so, I had to approach a board member for bridging funds to carry us until we receive payment from a client for the work we were currently doing.

The institutional funding that we’d hoped would be aided by 501c3 status never materialized, for a couple of reasons. The first is that funding for economic development and regional job creation is (quite reasonably) much more focused on the unemployed and unskilled, rather than the highly skilled students with whom we worked — a majority of which were grad students. The second is that much grant funding is also dependent upon a longer history of audited financials.

Historically, video games tend to require a set of skills that have not aligned well with those of endemic Philadelphia businesses. Where else are 3D modeling, creative C++ programming and game design needed here? All of those things align well with motion picture/animation, theatrical embedded systems/theme parks, and other areas of expertise that are big in Los Angeles, Central Florida, NYC, etc. In addition to that path, there are locations like Austin and Maryland that have organically grown specifically as a result of game developers who started businesses there during periods of the industry’s greatest expansion.

In a place like Austin, there are a lot of developers, working for a number of game development entities. When one business goes under, a developer can move to another. That’s a much more appealing situation into which to be hired than going to a city where there’s only one game company, so it’s really a big deal to decide to become that sole game company in a city.

The only way something really major in games could come to Philadelphia would be if they parachuted in a fully formed, fully backed team of experts. There’s one example I know of that happening anywhere in the past, 38 Studios, and that did not work out well.

I previously worked with the folks in New Orleans who got a Louisiana tax break passed for game development, and that had negligible impact for them. [Editor’s note: Solomon also didn’t think tax credits would work here in Philly when they were proposed back in 2014.]

Canada does a better job with creating centers of opportunity in game development, largely because of the high quality and low cost of appropriate university training, and also because instead of tax breaks it directly subsidizes industry employees’ salaries. That said, its centers (Toronto, Vancouver, Montreal) also have some of the same endemic industries requiring skills with high applicability to game development that I mentioned previously.

I believe that the best opportunities for something like game development being truly significant in this region are in development of immersive experience. The biggest centers for this in North America are Los Angeles and Montreal. Montreal because it has a nexus of technical and creative talent, not unlike what is beginning to form in Philadelphia. Data shows that one of the best business categories here is live entertainment, so that immersive entertainment is strategically aligned with local opportunity in a way that games never were.

Absolutely, it’s a great place to live and to exploit one’s own skills and talents. The barriers would lie primarily in the fact that they are highly unlikely to find creative day jobs in the industry here and they are even less likely to find others with depth of experience and skills here.

I should also mention a minor factor that impacted PGL and would likely affect most indie developers starting up: Because there isn’t a base of experienced game industry people here, when you have a game business in Philadelphia that runs into barriers, and go to ask local people for help and resources, they’re unlikely to be able to dive in and be really useful in helping you to next steps. There’s a strong likelihood that you’ll get the response “you’re the visionary; just make this work like you always do!” I got to a point where I didn’t have answers for what we should do next here, and neither did anyone else.

I’m director of the Blackstone LaunchPad for entrepreneurship at Jefferson University and I also spend a fair amount of time developing immersive works and technology in collaboration with creative engineers and other folks. We just patented a new method for large-scale deforming of physical spaces for responsive experiences, and are working on a few other projects.

I’m also trying to get good enough at Fusion360 to better develop additive and subtractive-manufactured components for installations. I come from cinematography, so my practical skills are largely in optics, light and physical rigging.

-30-

Source: https://technical.ly/philly/2019/05/24/could-philly-ever-be-a-game-development-hub-nathan-solomon-says-no/

#read more #see more #check it out #interesting #learn more

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glenmenlow · 5 years

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Beyond The Purpose Of Brand Purpose

A decade ago, the whole idea of “purpose” inspired brand development and management was far from mainstream. A few visionary companies — starting with Johnson & Johnson and its famous 1943 credo, through market leaders such as Patagonia and Interface — were arguably way ahead of the curve by virtue of inspired individual leadership. Some others abstractly understood that purpose —the “why” they do what they do — was strategically the smartest foundation for expressing their brand in order to be distinctive. And still, as recently as five years ago (and around the time my book on purpose-led branding, “Brand & Talent,” was published), most organizations still kept their brands divorced from their raisons d’etre — perhaps nodding to purpose in a list of brand values or core messages, but certainly not positioning it front and center.

How things have changed. After 2015 there was an explosion in purpose-driven branding. Purpose indexes were created, thought leadership was crafted. Ex-Procter & Gamble marketer Jim Stengel published a must-read book called “Grow: How Ideals Power Growth and Profit at the World’s Greatest Companies,” then turned it into a consulting business. “In today’s business world, purpose is the go-to discipline for a reason,” he states on his website (accessed December 18, 2018). In 2016 you had to look far and wide to find a brand consultant not talking about the importance and value of purpose.

The Power Of Purpose

Flash forward to 2019, and you now have to look far and wide to find a brand consultant not talking about the importance and value of purpose. It has gone from a positioning option that was right for some but not for all … to being the only game in town.

Partially, this is in response to increased transparency among investors, consumers and other stakeholders. Partially, as Stengel notes, it is fundamentally a powerful way to drive not only brand but also business strategy by providing a strong backbone for innovation and transformation. Partially, it is increasingly seen to be a key factor in attracting and motivating high-performing talent.

The real power of purpose, though, could well lie in its ability to provide a clear, unequivocal North Star for organizational decision-making, ranging from research and development to market entry, from customer experience delivery to talent attraction and management. In a world craving authenticity, brands that connect everything — everything — back to purpose can (and do) achieve outsize impact and performance. Nothing “partial.”

Of course, as with anything brand and marketing, there will always be those who jump on this particular bandwagon inauthentically, much as some companies have “greenwashed” their images without actually changing their environmental practices or impact. These brands will purport to enshrine an aspirational sense of serving a higher good through their brands, marketing and communications; but, in reality, they have not substantially altered their strategies, ways of working, core beliefs or operating models. Sadly, and without a hint of irony, most of these “charlatan brands” that try to paint lipstick on the proverbial pig will underperform as a result, and probably cease to exist altogether, eventually.

The Purpose Of Power

It’s clear that purpose-driven branding has created a new plateau in terms of brand theory and philosophy. It’s also broadly clear from the data that the organizations putting purpose at the heart of their brands and businesses outperform those that don’t.

Yet it seems unlikely that purpose-driven branding is the end game. Theory and best practices evolve, and I’m skeptical that we have arrived at the end of the runway. In fact, we may be closer to the beginning of understanding how weaving purpose into strategy and operations can impact organizational success.

Coincidentally or not, the shift toward leading with purpose has occurred during a time when institutions and structures of power are rapidly transforming. Populism is on the rise, swamping political parties around the world; social media platforms have redefined who we listen to and how we connect and learn about our world; and economic power is shifting from the West toward the East — and, increasingly, to elites who control an ever-growing majority of the world’s wealth. “This configuration shift has dramatic consequences for liberal democracy,” notes the Brookings Institution, arguing that “we stand at a critical juncture.”

“De jure, political power continues to be alive and well as nation-states cling to the concept of sovereignty. De facto, however, political power is becoming increasingly detached from its economic and social base, and liberal democracies are losing their most important source of prosperity and legitimacy.”

In the context of this turmoil, it seems that companies would do well to each examine their purpose through an even wider-angle lens. What is the true impact of what we do — and what our investors demand — not just on our customers and employees, but on the world? What is the purpose of power?

Such questions ultimately lead us to the nexus of two forces that are all too often seen to be in opposition: ethics, in terms of acceptable and unacceptable conduct for individuals and organizations; and economics, in terms of expectations about and delivery of financial outcomes. There is a lot of runway left and plenty more to explore here. It’s likely that innovation will unfold around how to best define and express that purpose in new and valuable ways. Perhaps around how those two forces are not in opposition really.

Purpose-driven transformation where brand is at the heart of business strategy and operations, and vice versa, is a huge step in this direction; but the journey has only just begun. John Elkington, inventor of the concept of the “Triple Bottom Line” and pioneer of sustainability as most of us now define it, seems to agree: He suggests the equivalent of a “product recall” on his idea and the need for something even bigger and bolder in a recent Harvard Business Review article.

What, then, could lie beyond today’s (and tomorrow’s) purpose-led brands?

1. Purpose will be a driver for reducing and eliminating waste — not just operationally but also from the brand, marketing and communication ecosystem. Brand and business purpose will help ensure the right customers and products meet; and that the right products and services are designed in the first place. AI, data analytics and automation will drive hypersegmentation, hyperlocalization, and hyperpersonalization. This will not just drive competitive advantage in terms of product / service delivery and experience and cost savings, it will act as a driver of business model evolution.

2. Brands will be built in collaboration with customers … and with other brands. Interbrand’s 2018 Best Global Brands report explains that customer-centricity is about much more than anticipating customer needs: “Leading brands are co-creating solutions with their customers, bringing the voice of the customer into every aspect of their business and investing in future-forward customer exploration.” I’d suggest taking this even further: successful brands are going to create far more permeable and fluid relationships with other organizations of similar, shared or adjacent purposes to innovate around products, services and their shared relationships with customers.

3. Brands will look beyond “Why?” to answer: “So what?” Brands that survive and thrive will be those that make a positive impact on the world and create greater prosperity through everything they do. With the rise in living standards and creation of a consumer class in numerous emerging markets, this may seem counterintuitive. However, if a brand and business has any sense of responsibility and accountability imbued in its purpose it will increasingly need to take a “cradle-to-cradle” perspective on what it produces, how it produces it, how its consumers use it and to what purpose they use it, and what they do with it when they are done with it … and how all of this activity is affecting employees, communities, markets, even society as a whole. As the recent troubles of Facebook make evident, brands ignore their broader social impact at their own peril.

Summary

It’s increasingly clear that today you have to stand for something if you want to remain standing. The explosion in purpose-led brand and business transformation is upon us, and it is far from over. Expect to see even more dramatic examples of purpose driving organizational decision-making at virtually every intersection of brand, business, culture, society and economy.

Let’s continue the conversation, I welcome your observations on these important subjects.

Contributed to Branding Strategy Insider by: Kevin Keohane, director of brand and talent strategy, PartnersCreative

The Blake Project Can Help: Please email us for more about our purpose, mission, vision and values and brand culture workshops.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

FREE Publications And Resources For Marketers

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markjsousa · 5 years

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Beyond The Purpose Of Brand Purpose

The Power Of Purpose

The Purpose Of Power

What, then, could lie beyond today’s (and tomorrow’s) purpose-led brands?

Summary

Let’s continue the conversation, I welcome your observations on these important subjects.

Contributed to Branding Strategy Insider by: Kevin Keohane, director of brand and talent strategy, PartnersCreative

The Blake Project Can Help: Please email us for more about our purpose, mission, vision and values and brand culture workshops.

Branding Strategy Insider is a service of The Blake Project: A strategic brand consultancy specializing in Brand Research, Brand Strategy, Brand Growth and Brand Education

FREE Publications And Resources For Marketers

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stelllamozgawa-blog · 6 years

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