I won’t develop fully the tools and how to use them in this article. It’s all about giving a first tour of the concepts and how simple they are.
The first illustration is how powerful CUSTOMER-driven companies (Amazon) connect their culture, leading with strategic empathy to identify emerging problems to invest in, and finally select differentiated products.
After Google this is now Microsoft that tries to wow us with their vision of the future, introducing Surface Hub 2.
Past the obvious elegance and desirability of the product we have to ask if Microsoft will manage to regain its splendor. The strategy is now more and more obvious: if Google, Amazon, Facebook and Apple and first and foremost consumers companies (even some use consumers as products), will Microsoft be able to transform in an ubiquitous business platform?
To the credit of Satya NADELLA they already have started to tune down Windows as a core focus. But this is a slow refocus for now. One should ask if merging with IBM and rapidly adding payment solutions wouldn’t be the next logical step.
Or is it just about selling more Azure cloud solutions and Office 365?
In August 2011, Marc ANDRESSEN was famously forewarning us in the Wall Street Journal that software is eating the world. Since then his prediction came to full realization and whether you call it the web, digital, or data, software indeed ate the world. But yesterday, at its annual developper’s conference, Google showed us how they will be eating software:
Most industrial market have endured their own Copernican revolution lately. Whether it was because of mobile, sheer customers discontent or the future threat of artificial intelligence, is of no real importance at this point. What is clear is that the old innovation playbook involving trickling down military technology to B2B and then to B2C doesn’t work anymore. Facing startups with seemingly random hit-and-miss business models that nonetheless aggressively push in the market and eventually succeed, what are the options?
Last week, I shared the first part of Lucas den Boer’s rich interview. Here is part two where you will continue to read how he is using complexity intelligence skills such as strategic empathy, reconfigurable mindset and purposeful self-confidence to lead large scale business transformations at Atos, but also to drive social movements and not-for-profit projects.
For this second transformation leader interview, I met with Lucas den Boer, currently Business Transformation Executive (C-level consultant) at Atos Benelux HQ in Amstelveen just South of Amsterdam. After a short tour through their atrium cafeteria and innovation rooms where they receive their clients for demo, we sat for an hour to discuss his various experiences of large scale transformations.
Throughout the interview, what struck me from this 51 year old man, is that he can clearly express his vision, he has a balanced view on transformation, a good heart, an open mind and a sensitivity for people issues, whilst keeping a strong focus on business. This I call “complexity intelligence”. Through the different experiences he shared, I could confirm this was not all just nice talk, Lucas has a strong sense of purpose and service, especially demonstrated by his involvement in non-profit organisations and projects.
I am very much surprised to see many analysts thinking serioulsy that Facebook facing a colossal data-gate, could turn around and suddenly become customer-driven. This doesn’t make a whole lot of sense. Facebook will be Facebook. But to understand that you have to go past obvious solutionism (they should do this or that) and understand that any successful business was born with a powerful DNA.
And you can’t change your DNA. Continue reading You Can’t Just Decide To Be Customer Driven
Tomorrow I’ll be giving a keynote on why digital is “over” and what does it mean both for incumbents and the next wave of businesses in Europe. It will be in Toulouse and in French. I’m still fluent for now, so that should be ok ; )
You can already find the slides here:
But most importantly, this is about the launch of the new identity of the regional incubator. It’s one of the best in France. They don’t brag about it because they’re way too modest and because they’re a public service without espresso bar or fancy offices. But their business model is also changing and… well, if that’s interesting to you, you should probably be there anyway.
I’ll try to break down the key messages of this keynote in an article a few days for now.
General Electric (GE) was founded right after the American civil war at the early stage of the industrial revolution. Today, with around 300,000 employees working worldwide in a dozen of markets from home appliances, to energy and aircraft engines, GE is still a force to be reckoned with. Think of it as a Google that would have emerged from the birth of electricity, not the internet. But since 2008, GE market leadership steadily declined, making it the worst stock on the Dow Jones index on a constant basis. This decline devolved abruptly in 2016 with the retirement of its CEO Jeffrey IMMELT, a market cap divided by two while the stock market was up 41%, and a cascade of divestments (some of them to the Chinese HAIER — sign of times). Since then, while GE jet engines, medical scanners or power plants are still state of the art, the company went in a spiraling free fall.