GA Blog

Eric Ries on 5 Lessons Companies Can Learn From Startups

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Since the Great Recession in 2008, startups have become a major force in society. Today’s entrepreneurial culture — with lower financial barriers to launching a business and people’s increasing desire for flexibility, freedom, and purpose in their work — has bred a whole generation of young companies that have quickly scaled and revolutionized a wide range of industries. A number of those companies, like Airbnb and Uber, have achieved explosive growth and evolved into bonafide conglomerates in recent years.

Meanwhile, older organizations looking to remain relevant and thrive are striving to figure out the practices that allow these startups to excel — and how their corporations can adopt them in order to catch up.

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General Assembly Joins the Adecco Group in Transforming the World of Work

By Jake Schwartz

General Assembly Adecco announcement

GA was founded on the principle of empowering people to pursue the work they love. In the eight years since we opened our first campus, we have had the privilege of working with students, governments, and the world’s largest companies to create opportunities to radically transform careers and economic prospects.

Today I’m excited to announce that we have reached an agreement to be acquired by the Adecco Group. This is a milestone, a reflection of the world waking up to the skills gap we face, and the opportunity to reshape the relationship and connection between education and the world of work. It’s the result of the passion, commitment, and hard work of thousands of individuals. It’s also the output of the incredible focus and determination of our students, our instructors, and the tireless GA team. For all of those reasons, I’m thrilled to get to share the news.

The Adecco Group is a Swiss-based, truly global company operating in 60 countries that offers 360° HR solutions from flexible to permanent employment, career transitions, and talent development services through its network of independent brands. On my first trip to Switzerland to meet CEO Alain Dehaze, I was deeply impressed by the Adecco Group’s commitment to its people, values, and mission, and struck by what a powerful platform it could be for General Assembly’s vision. We were exuberant at the idea of joining forces, and shaping the future of work, talent, and education. The possibilities to expand the scope of what we can do, and the impact we can make, are almost limitless.

Because of the unique structure of the Adecco Group, we were able to craft a structure where General Assembly will run as a fully independent company underneath its large umbrella. We will, however, be able to leverage the knowledge and network of the world’s largest human capital company. Our mission and vision won’t change, but our ability to provide opportunities to our alumni, students, instructors, and clients will massively increase. In all the important ways we will still be GA, only better.

When my co-founders Matt Brimer, Brad Hargreaves, and Adam Pritzker and I started GA, we wanted to build a community focused on “learning by doing” in New York City. Today, that idea has evolved into a global school that helps amazing individuals and Fortune 500 teams. We have 20 campuses on four continents, more than 50,000 full- and part-time alumni, and over 500 team members who work incredibly hard on behalf of our worldwide community.

I am excited about the power of our partnership with the Adecco Group and what we can do together. The future of work has never been more important and I look forward to helping shape it for many years to come.

How the Marines Prepared Me for a Career in Coding

By Scott Pierce-Wrobel

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While stationed in Okinawa, Japan, in 2008, I wouldn’t have guessed that my time in the Marine Corps would have prepared me for a future in coding. At the time, the 30 Marines in my platoon had access to just one shared computer. It served only two functions: completing online training requirements, and looking up one’s online military record.

I never suspected that nine years later I would be designing and building websites and applications in an intensive web development course, General Assembly’s Web Development Immersive (WDI) program.

My path toward coding was a winding one. As a Marine on active duty, I was stationed in Japan, Kenya, Sudan, Italy, and Pakistan. Later, after transferring to the Marine Corps Reserve, I pursued a bachelor’s degree in international affairs from George Washington University. While studying at GW, I worked at the nonprofit Veterans Campaign, where I was tasked with helping to rebrand the organization. Though I had little technical experience, I created an entirely new web presence for the organization and migrated its old content to the new website.

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The Best Prototyping Tools for UX Designers in 2018

By Jared Rogers

Best Prototyping Tools 2018 After synthesizing user research and thoroughly uncovering problems to solve, user experience (UX) designers begin their design by ideating on a number of solutions. This is where the creative magic happens! Designers sketch to explore many workable solutions to user problems, then narrow them down to the strongest concept. Using that concept, the next step is creating a workable prototype that can be tested for viability against the user’s goals and business needs.

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Don’t Frustrate Users With Gaps in Your Product Experience

By Shiren Vijiasingam

There are countless steps where the product experience can break down.

There are countless steps where the product experience can break down. Have you ever been waiting at the corner for a ride-sharing pickup, and while the app swears the driver is right there, there is no car in sight? Or how about seamlessly ordering groceries in an app, then waiting well past the delivery window with no sign of your avocados? Ever called customer service by phone to learn they have no record of the two detailed chats you had with online agents about your issue? We’ve all been there.

As consumers who increasingly rely on technology to help us wrangle a vast range of goods and services, we’ve all experienced pain points when really good software doesn’t equate a really good experience. All too often, there’s a breakdown that occurs outside product screens, when a product or process hits the reality of the human experience or a user fails.

Take a peek at the diagram above, which charts the various user touch points that can occur with your brand in a product experience loop. Users interact with a product through many different channels and modes of communication, and bridging the gaps between them is essential to your product’s success. If you present users with a custom call to action in a social media ad, your customer service teams must be ready to respond. If you build an offer email that is redeemable at a brick-and-mortar retail location, the cashier will need tools to redeem it.

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How Blending Lean, Agile, and Design Thinking Will Transform Your Team

By Jeff Gothelf

Lean vs Agile vs Design Thinking Jeff Gothelf

Jeff Gothelf’s new book, Lean vs. Agile vs. Design Thinking

The following is an adapted excerpt from Lean vs. Agile vs. Design Thinking by designer, team leader, and business coach Jeff Gothelf.

In 2016, I was preparing with clients for an upcoming training workshop focused on coaching a cross-functional team of designers, software engineers, product managers, and business stakeholders on integrating product discovery practices into their delivery cadences. During our conversation, my client said to me, “Our tech teams are learning Agile. Our product teams are learning Lean, and our design teams are learning Design Thinking. Which one is right?”

The client found the different disciplines at odds because these seemingly complementary practices forced each discipline into different cadences, with different practices and vocabularies targeting different measures of success.

The engineering teams, using Agile, were focused on shipping bug-free code in regular release cycles (many teams call these “sprints”). Their ultimate goal was an increased velocity — the quantity of code they could ship in each sprint. Product managers, using Lean, were most interested in driving efficiency, quality, and reduction of waste through tactical backlog prioritization and grooming techniques.

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Servant Leadership: From Coast Guard to Education

By Scott Kirkpatrick

Scott Kirkpatrick General Assembly President Veteran

While on active duty in 1997, GA President and COO Scott Kirkpatrick served as a military social aide to President Bill Clinton in the White House.

To honor our veterans, we’ve compiled a series of interviews with General Assembly staff, students, and alumni that celebrates their time in the service, explores how they found a new career in tech, and reflects on the life and leadership lessons they learned along the way.

Our first story is by Scott Kirkpatrick, General Assembly’s president and COO. If you are a veteran interested in boosting your career through General Assembly’s programs, learn about our discounts here and GI Bill® eligibility here.

Veterans Day is always a time of reflection and pride for me, and I always love to speak with other veterans about their military experiences. For me, my military career started when I chose to attend college at the U.S. Coast Guard Academy. My father served as a soldier in the Vietnam War, and he always taught me to do things bigger than myself. That value was the inspiration for me to attend the Coast Guard Academy instead of “normal” college.

The mission of the Coast Guard is to save lives, and I was drawn to the humanitarian aspect of the service. I had no idea what I was getting into when I stepped onto campus for a summerlong bootcamp. It was a surreal experience in which the cadre shaved off my long hair, required me to square every corner and sleep with my rifle, and allowed only three responses: “Yes, sir/ma’am,” “No sir/ma’am,” or “No excuse sir/ma’am.” It was an intense summer, but I quickly learned the value of teamwork, respect, and perseverance. I relied on my classmates to get through extremely challenging and intimidating experiences — and those classmates are still close friends today.

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What’s the Difference Between Diversity, Inclusion, and Equity?

By Meg Bolger

The often-used terms diversity, equity, and inclusion have distinct meanings. Here’s why that matters, and how they work together.

Diversity. Inclusion. Equity. These words and the issues they point to loom large in tech. It’s hard to go a week without reading an article about a company touting its dedication to diversity, while another is called out for tolerating oppressive comments and workplace practices.

From 2014–2016, Google spent $265 million to increase its diversity numbers (to little avail), a number that has become even more well known after the company recently fired an employee who wrote a memo against diversity efforts. In a 2017 survey of tech employees, 72% reported that diversity and inclusion was important to their company. In another report, which surveyed over 700 startup founders, 45% of respondents reported that they talked about diversity and inclusion internally in the last year. The majority of participants in that survey believe that the tech industry’s employee makeup will be representative of the U.S. population in 2030, though that’s a far cry from where we are now.

With all this talk about diversity, equity, and inclusion (DEI) in tech, there is no better time to dig deep and establish shared, fundamental understandings of these terms and their meanings. In my work as a DEI facilitator working with tech companies and in many less formal conversations, I’ve found that there’s widespread confusion. People get tripped up not only on definitions, but on how to use these terms to create goals and action plans for themselves and their organizations. When we can’t get on the same page, we can’t take the next step. So let’s start at the beginning and create a shared understanding of DEI together.

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How to Cultivate Top Tech Talent: What Every Exec Needs to Know

By Anand Chopra-McGowan

Our recommendation is simple: Companies need to invest in learning.

The following is an excerpt from 6 People Strategies for Successful Digital Transformation, an exclusive white paper from General Assembly. Download the full paper here.

The digital landscape is evolving at a rapid pace, and it’s essential for companies to harness wide-ranging technical expertise in order to stay ahead. Today’s marketers must be able to analyze massive amounts of data, IT workers must be able to design compelling mobile app experiences, and a “product” is no longer only a physical object but could be a website, a piece of content, or even a training curriculum.

General Assembly’s recommendation for keeping up is simple: Companies need to invest in learning. The Economist magazine recently issued a special report that highlighted the importance of “lifelong learning” as a habit that both skilled and unskilled workers must incorporate to keep pace with a rapidly developing economy. They profiled GA’s approach to tech education — including upskilling promising individuals and reskilling those with outdated competencies in data, web development, and design — as an effective way to ensure employees’ skills were kept up to date.

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