While the first wave of the digital revolution is now well over, most corporations are victim of some level of rude awakening. Surprisingly enough for me, the sovereign cure for their lack of strategic vision and their risk-aversion has been isolated: startups. The common belief is if you look well enough, a six-months-old post-internet company in dire lack of funding is already building what will replace your multibillion global business. Even if you might be very lucid about the sheer foolishness of this trend, there’s probably already many senior members of your executive committees that are victims of this startup fever. Let me offer one of the many ways to deal with that issue (and then maybe, have good reasons to work with startups). Continue reading “How to deal with startup fever in your company, part 1”
A few days ago, I was discussing how wrapping your head around the Monty Hall problem could help you better understand the importance of failure in innovation. If you take it a step further today, we could argue that most corporate incubation programs should be build around this probabilistic calculation.
Continue reading “Building corporate incubation with Monty Hall”
Innovation literature is flooded with various arguments on why and how you should take risk as a company. As someone who’s depending on the success of the companies I work with (sometimes I even presume much more than their own management), I can’t avoid being one of these risk evangelist. The problem essentially is always the same. Risk is waved on principles as a good thing supported by plethoras of well-thinking weak sauce arguments. Inevitably, all these arguments are swiftly shelved when real work needs to be done. Continue reading “Dealing with failure in innovation and the Monty Hall problem”
I’ve had a long-lasting reflection on luxury and technology. This very slippery subject is somehow fascinating because we instinctively understand why an Android tablet is anything but luxury; it’s not so easy to pin point why Apple couldn’t get there.
There is no denying that the younger the demographic is, the newest the technology should be. And whatever your age, when you love technology there is no way to escape the endorphin rush coming from unpacking a new gadget. And that’s fine. But getting older we progressively shift our values away from short-term.
Continue reading “Can iPhones have a soul?”
We don’t see the future, but we seek patterns. When patterns don’t appear naturally, we invent them so that reality could fit our narrative about innovation.
Such narrative will work for a few years; even decades sometimes. But it doesn’t change the underlying complexity of the market. The narrative is not wrong per se, it’s a useful bias to explain a chaotic reality. These last decades, the most well-known narratives about innovation were based on the speed at which technology was changing the market. Interestingly enough, connecting technology and market change is also a narrative.
Continue reading “The role of power laws to build the future of innovation”
This is a quick take at describing what’s on my innovation radar for 2017.
As someone with the finger on the pulse of many technology fields in many markets, I tend to have a lateral view on trendy topics. I’m also a contrarian, so take that into account. But if I’d have to share what I have on my innovation radar for 2017, this would be something like that: Continue reading “My innovation radar for 2017”