News in wadobo News in wadobo New design, more responsive now <p> We should keep up with current events, and in Wadobo we couldn't be less so we redesigned our website again. </p> <p> <center> <img src="" alt="wadobo new design"/> </center> </p> <p> We do this redesign mainly because the previous web was not "<a href="">responsive</a>", for anyone that don't know what it is, it is to make the design adaptable to diferent devices to show always a correct webpage view. </p> <p> To do this web responsive we used <a href="">Bootstrap</a>, because it has features that make easy to do a <a href="">responsive design</a>. </p> <p> <center> <img src="" alt="new wadobo design, team"/> </center> </p> <p> Of course we make the most of this redesign to try to make the web a little more beauty and furthermore we tried to reflect our work philosophy. </p> May 13, 2017, 8:06 p.m. Talk about CI with Jenkins in Betabeers Huelva Attach the video of my second talk in <a target="_blank" href="">BetaBeers Huelva</a> about CI with Jenkins in Betabeers Huelva. <iframe width="560" height="315" src="" frameborder="0" allowfullscreen></iframe> Feb. 4, 2017, 10:52 p.m. Talk about OpenCV in Betabeers Huelva <h3>Talk about OpenCV</h3> Attach the video of my first talk in <a target="_blank" href="">BetaBeers Huelva</a> about OpenCV. <iframe width="560" height="315" src="" frameborder="0" allowfullscreen></iframe> Feb. 4, 2017, 10:51 p.m. Wadobo Startup Manifesto <h3> Introduction</h3> <p>Wadobo Startup is the proposed name for a technology business model that seeks to unleash individual initiative and self-management within the company, and iis the model we have recently decided to follow in <a href=" ">Wadobo</a>. The fundamental thesis behind this model is that pursuing individual initiative, guided solely by personal interest in developing projects, business opportunities arise. The model avoids undesirable situations such as trying to make the whole development team find a product that everyone believes, because that ultimately produces the team choose as startup project the lowest common denominator, which inevitably ends up being a mediocre product which the team does not believe in, and a product will never go forward if even the people promoting it don't believe in it. In these type of situations the entrepreneurs that work in a project they don't really like because they are working in a project they don't believe in, and that leads to internal problems. </p><p> In a Wadobo Startup there are no official titles such as CIO, CEO, CTO, etc. Each one work in what interests him as much as possible, everyone is at the same level, and usually that leads to a cooperative form of enterprise type. </p><p> What follows is a brief description of the series of stages typical in a Wadobo Startup: </p> <h3> Step 1: embryonic stage</h3> <p> In the first embryo step of a Wadobo Startup we find ourselves with a small group of around 2-5 people with computer profile and common interests, people with enough courage and initiative to set up a new company in order to work in what they like the most. It usually begins with one or two clients since it's assumed that to in order to start a business, the first thing you need to have are customers, and at first most likely not generate enough income to let all business entrepreneurs to live from the company income. </p><p> And so begin many companies that end up drifting into mere consulting. But a Wadobo Startup goes a step further. Consulting is in this first stage the source of income for the startup, and most probably the bast majority of the entrepreneurs' company time dedication will be in consulting projects that arise in order to achieve maximum seed funding, grow a customer base and basically make the company go. </p><p> When talking at this early stage of "most time dedication in the company", we do not necessarily mean full-time. Maybe some of the founders is still finishing university, or working full or part-time in another company as an employee. So what we talk here is about the percentage of dedication that each founder may have to the company. </p><p> At this stage it is usual for members of the company have one or more product ideas they would like to bring to market, but since they have zero financing, dedication to that or those products is rather sporadic, and comes usually in bursts when "between clients", weekend sprints, and the like. </p> <h3> Step 2: Step R&D </h3> <p> This second step is characterized by having a basic clients portfolio and all employees of the company can make living working full-time in the startup, and therefore the entrepreneurs have left the other companies where they worked to earn the bread for now being exclusively devoted to the startup and therefore there's now more time available for the workers in the company. </p><p> Reaching this stage a possibility or rather a temptation arises: since there is a greater mass of working hours available, you could increase the hours of dedication in custom developments (consulting) as it is the easiest path to raise more money for the company in the short-term. In order to get a mattress that allows money to pay salaries of about 6 to 12 months, it is normal to increase temporarily the dedication to customized products. </p><p> However, a Wadobo Startup diverges from a typical consulting at this point, because once achieved certain economic base and a recurring cash flow by doing consulting, you choose to limit the hours dedicated to consulting and increase the time spent on your own products/internal product development, which we can also call R & D, which usually stabilize around 50% of the time commitment in the company at this stage. </p><p> The internal product development is not understood as the need to create a viable product that the company can do it live, at least not as in traditional business models or even as in a less traditional business models such as Lean Startup which is based on a iterative development to find the product viability the earliest. </p><p> In a Wadobo Startup, internal product development is totally anarchic and consists in that each person devotes time to the project that he finds most interesting, and profitability is not relevant. This allows more freedom and speed that fosters innovation, allowing to leave low interest projects while other projects can be addressed without estimates, business models, and plannings; nothing of that will get in the making. </p><p> Anarchy described for R & D results in that no one tells you what to do, now you can work on one thing, tomorrow another, and there is no problem with it that way. Products that are in the R & D are not directly profitable or have reason to be, and yet they will eventually get to be the main source of income in a medium/long term because of the opportunities they create in such a creative environment. </p><p> <h4>Notes: workflow </h4> <p> To achieve this workflow is essential to have people who can adapt to it. As stated earlier in the wadobo startup there are no official titles and everyone is at the same level. No one within the company gets to tells you what you have to do, not at the R & D nor even in consulting tasks: we work collaboratively, you decide what's best for the company because the company is leaded by all of you. </p><p> There must be a way to track the development of projects, and this is usually done in an iterative fashion. One way of doing that is weekly meetings to discuss what everyone has been doing and what you plan to do, with an estimate of how long you think you will spend on each thing. Then count the hours of work in a worklog with several objectives: that on average everyone spends equal time in the company, to count the time spent on custom developments, and to have useful information about the dedication in the different development groups in R & D. </p><p> The development model is based on the physical structure of free software and time: the only restriction is that the same working hours are spent weekly on average, but those hours can be spent over the week if you want and working from home or the office at your choice. The work is decentralized, focused on what interests you or in consulting time as agreed, with the minimal necessary distractions. It is generally agreed a working time slot in which everyone is available to foster effective communication. </p> <h3> Step 3: Successful product</h3> <p> Sooner or later, if step 2 of R & D is done correctly and with a good team, it is possible for one of the R&D projects to succeed and therefore attract quite a focus on the company, which will be to the advantage of its success. Success is not necessarily measured by the amount of income generated, but there may be other metrics as the number of people using it and how often. </p><p> For example, an online search engine developed as an R&D project might end up being well known and very successful but maybe not yet have a clear business model. That's not a problem (unless it has prohibitive costs) because any project that attracts the attention of consumers is a potential business and therefore can be considered a vector for commercial success. </p><p> There is no need to force to find a business model in a product. If you have a search engine with millions of people using it for free, perhaps you could be tempted to think that if you charged just one euro to each user it would be a sounds business, but but maybe what you get instead is exactly the opposite. Therefore it is advisable to always try to improve the quality of service, continue to innovate and further research but always considering the commercial possibilities of the product, and if it is a product that people want, sooner or later you will find a way to monetize the product reasonably; for example that search engine could continue to be free of charge but could be monetized adding contextual non-intrusive text advertising at one side. Your user are not necessarily your clients. </p><p> Once you have a successful product and a sound business model, it may be best to structure part of the employees' time in the company to devote to the product, hiring more people because of the needs of growth and/or subtracting time from consultancy as it's no longer necessary. </p><p> It is very important not to leave the initial entrepreneur spirit at this stage. The company might grow, but you all should continue to encourage work in small working groups, use the increased funding available to increase the happiness of employees in the company and use those resources to enable meetups in person from time to time, and so on. </p><p> At this stage the company if you want can possibly to stop doing consultancy since it is a line of work that only served as finance and now it's unnecessary, so employees can devote entirely to their own products and R&D, while of course having working groups for the maintenance of the start product(s) that feeds the company, which basically takes the place of consultancy a the main source of income. </p> <h4> References</h4> <p> In the following presentation about how Github company works internally it's explained how Github is directed internally to happiness, to get a company where employees want to work in, and is very similar to how I think it should run itself with respect to a business line product with achieved success (step 3): <a class="ext-link" href=""></a> </p><p> The way to work at Valve is completely anarchic and equivalent to that proposed for the time of Products/R&D on the Wadobo Startup model (from step 2 and 3): <a class="ext-link" href=""></a> </p><p> I must admit that I have not read the entire letter, but the part of "Happiness is a healthy disregard for the impossible" is gold, it explains how to really work in R&D has paid well on Google: <a class="ext-link" href=""></a> </p><p> Letter to investors where Mark Zuckerberg talks about how his company "The hacker way": <a class="ext-link" href=""></a> </p><p> New Employee Manual Valve. To read this one is a MUST and plus it's entertaining and fun: <a class="ext-link" href=""></a> </p> Oct. 19, 2015, 7:30 a.m. Wadobo in FOSDEM 2013 <p> All Wadobo members will be this year at "<a href="">The Free and Open source Software Developers’ European Meeting (FOSDEM)</a>". </p> <p> We will be in talks and we will give away plenty of <a href="">stickers</a>. If you want to meet us or you want to talk with us do not hesitate and contact us by <a href="">twiiter</a>, <a href="">facebook</a> or <a href="">mail</a>. </p> Jan. 31, 2013, 11:11 p.m. 3rd PiWeek officially over <p><a href="">#piweek</a> <a href="">is over</a> and the <strong>Wadobo</strong> team is really happy for being part of this great event.</p> <p><strong>Danigm</strong> <a href="">has posted</a> his conclusions about the event.</p> Dec. 24, 2012, 12:36 p.m. Wadobo will participate in the 3rd edition of piweek <p><strong>Wadobo</strong> will participate in the 3rd edition of the <a href="">piweek</a>, a very interesting event where the members of the different companies participating will develop personal projects in a week.</p> <p>It will take place from 17 to 22 of December, you can follow it in <a href="">#piweek</a>.</p> Dec. 12, 2012, 12:21 p.m. Wadobo will sponsor the Software Libre University Contest in Spain <img src="" style="margin-top: 50px" /> <p>Once again <strong>Wadobo</strong> will sponsor the <a href="">Software Libre University Contest in Spain</a>. </p><p> At Wadobo, we support the CUSL, we are specialized in software libre and we think the contest is a great way to promote it in the university, contributing to the free exchange of knowledge in this important area. </p><p> The CUSL opens a range of technologies used daily by developers in the real world that inexplicably too often have no place in the university. Also encourages the consolidation of a developers' community with free licenses in this environment. </p><p> If you are studying in Spain and you have ideas, the CUSL is a great way to promote them with Software Libre technologies, <a href="">join in now!</a></p> <img src="" style="margin-top: 50px" /> Nov. 15, 2012, 11:38 a.m. Wadobo present at GUADEC 2012 at A Coruña <p>La Conferencia Europea de Usuarios y Desarrolladores de GNOME (<a href="">GUADEC</a>) se está celebrando este año en A Coruña, en el norte de España y dado que contamos en nuestro equipo con algunos hackers activos en la comunidad GNOME, no podíamos perder la oportunidad de asistir y participar en el evento</p> <p>Durante la GUADEC también tradicionalmente se lleva acabo la GUADEC-es, una conferencia análoga pero en español, en la cual Daniel García Moreno de Wadobo ha participado hoy realizando una presentación sobre la introspección en GObject, titulada "Gobject introspection, lo bueno y lo malo y lo mejor".</p> <img src="" style="margin-top: 50px" /> July 31, 2012, 8:27 p.m. Our whole team at Akademy in Tallinn The entire Wadobo team is participating in the international event that is happening during these days in Tallin (Estonia) organized by KDE annually (<a href=””>Akademy</a>). During this weekend the programmed talks are being held, and during the following 5 days there will be different sessions, including one about liquid democracy in which Eduardo Robles from Wadobo team will talk about the <a href=””>Ágora Ciudadana</a> free software voting system. <img src="" style="margin-top: 50px" /> July 1, 2012, 3:54 p.m.