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ruler - innovation copilots

How well do you get business?

Having a strong sense of order and hierarchy, most of my MBA students –both in France and China– love to have some ranking on “How well do you get business?” A Mohs scale [https://www.google.nl/url?sa=t&rct=j&q=&esrc=s&source=

innovation radar - innovation copilots

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

trumpocalypse - innovation copilots

An innovator’s perspective on the Trumpocalypse

It’s way too soon or too late to start to be wise about the Trumpocalypse. Even if the 2005 European referendum in France and Brexit were no weak signals, they were very loud and clear bullhorns. Thank you. Well, anyway. My line of work is not in politics or

guru - innovation copilots

Science against the mentor myth

Forget all your romantic ideas about what a good entrepreneurial mentor is: experienced in entrepreneurship, he/she has started several companies in his/her lifetime, has failed a couple of times and learned from it and succeeded enough time to still be active now. He has mentored several startupers so

fear - innovation copilots

Innovating with motivational fear

In a world where we encourage would-be entrepreneurs to create their own business, to be innovative and create new markets; intrapreneurs to take risks, save the large multinationals with disruptive projects… we expect people to be fearless, to embrace risks, take leaps of faith and go into the unknown. But

autonomy paris - innovation copilots

How to prepare for corporate incubation end of party

My last keynote with the FabMob [http://lafabriquedesmobilites.fr/] program, during a private event involving selected startups and industrials at Autonomy 2016 in Paris today. The idea was to discuss how corporate incubation end-of-party is coming quickly to Europe and illustrate the five most prevalent impediments that corporations have to