In a video called « The End of the Beginning », Benedict EVANS talks on the shifting point we are living as a global connected society and how to understand the future of your market.
For this fifth interview of a transformation leader, I met with Karin Parmentier. Do not be fooled by her French-sounding surname she is a straight talking, to the point, Dutch woman who developed her HR transformation expertise with Deloitte, and now with her own company and partners, she is transforming HR roles and practices in large organisations such as ING. Continue reading Interview – A change partner transforming HR at ING
My first MBA class a long time ago was about finance. I was explained that the simplest (and probably most accurate) definition of finance is « money over time ». It struck me yesterday that the simplest definition of #innovation is customers over time.
When we arrived in the Netherlands two years ago, we adjusted our mode of life immediately. The key thing was to get rid of our cars. Who needs one if you live in Amsterdam? But this mobility paradise didn’t happen just because « Dutch love bikes ». There were actually many factors that were involved in the seventies to turn the country away from a car-centric future.
These lessons should be learned. As I am in an event on the southeastern coast of the Arabian Peninsula today, to discuss new mobility business models, it seems appropriate to remind us of a few things:
To somehow follow-up on yesterday’s post, another question that I find extremely revealing about the strategy of any company is: what’s your key innovation metric?
Here again, no room for big formulas or complex constructions. If you have to gauge if your company is doing well on innovation, what would you look at and measure? The intent is not to ask a trick a question. That being said, the question packs a deep context:
- What does innovation mean to you?
- How do you define « doing well »?
- Do you have a global or a symptomatic metric?
- Over what cycle or at what frequency are you measuring?
- Are you giving a lagging, on-going or leading metric?
Every new startup or tech company that enters a market faces the risk that it will be hacked and its technology subverted beyond its goal.
Frustrated Tesla owners openly repair and hack their own cars:
Great example of DIY problem solving to get around the exorbitant Tesla repair prices by @Stealthwater
From door handles to headlights, his Model S had wear & tear issues, but the official repair cost was five times the price of fixing them himself.https://t.co/LfA4gKvj9C
— Gavin Shoebridge (@KiwiEV) October 7, 2018
A powerful statement from Nintendo of America President and COO Reggie FILS-AIME about what business they are in, and who they are competing against:
He counted the exact number of minutes per day and said that outside of the time a consumer spends eating, sleeping, working, and going to school, “all of the rest of that time is entertainment time. That’s what I compete for, minute by minute. That time you spend surfing the Web, watching a movie, watching a telecast of a conference: that’s all entertainment time we’re competing for. My competitive set is much bigger than my direct competitors in Sony and Microsoft. I compete for time. When I do that, I have to be creative and innovative in order to win that battle.” — Ars Technica interview, Oct. 3, 2018
Granted this is not just PR material, it’s a very educated positioning and explanation on the fact they don’t sell products, games or electronics. The end value of Nintendo is entertainment. Which means they compete as directly with Netflix, as they do with Microsoft or Sony. And as such matching feature for feature with other gaming consoles is not the end game, but rather a short-sighted trap.
In this fourth interview of transformation leader, I was delighted to meet Sophie Delmas, head of partnerships at l’Atelier BNP Paribas. L’Atelier is dedicated to prospective and market intelligence, working mainly as internal consultant for the bank. They sell their advice internally, and Sophie’s role is to define the needs and help promote the Atelier’s know-hows. Sophie also co-founded with Orange the “Observatoire des réseaux sociaux d’entreprises”, dedicated to sharing about Digital Transformation and Innovation between CAC 40 companies. It appeared very clearly from my exchanges with her that she strongly believed in the power of networks and collaboration.
“Why business partnership, because we are in increasingly open and porous environments and we cannot work alone, so it is key to value a whole network of internal and external connections in order to transform ideas into businesses by accompanying projects.”
So here is the third interview in the Transformation Leaders series. After a digital intrapreneur at AIRBUS and a business transformation executive at ATOS, I have interviewed François Fournier, Digital Business Leader at Thales.
François is an avid learner who wanted to become an aircraft pilot. As he couldn’t, he found his way closest possible to the cockpit via engineering studies specializing in avionics and developed his career in SEXTANT Avionique and then THALES AVS.
“I love to learn and when I think I’ve sufficiently explored a subject either there is a new opportunity or I go look for new opportunity and in a large corporation it is easy to find.”
For François, transformation, is of course about digital but more about being in-transformation, it is about growth (business and people) and it is about innovation as a culture, about learning and sharing knowledge. What struck me during our discussions was: his clear vision of what transformation is, how it is helping his organisation become more intelligent and his portfolio approach to innovation.