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:
I’ve seen and read lately a lot of non-sense on how China is building a global surveillance network of its citizens through social scoring. Truth be told, it is not a simple issue and I was glad to get myself a better perspective on what it means through Rogier CREEMERS summarizing his social research on the subject at SMC050 conference in July 2018. If you’re a global company with retail business there or an investment firm, these are 36 minutes worth your time.
We idealize startups as fast young (start-) fast-growing companies (-up) that innovate with new technology.
In real life, most of the startup you meet don’t grow fast. Fast could mean for any professional investor (not your garden variety of business angels) reaching for a first million euro in sales within two to three years. Such speed would require a team with startup experience entering the market in different cities in Europe, with a plan.
Mature teams. A plan. Aggressive soft landing strategies. Well, I’ve already wiped off the broad 90% of the startups you meet in incubators, acceleration programs, corporate incubators, technology transfer platforms, etc.
Two weeks ago I had to rent a car from Hertz. It was one of the blandest experience I’ve had with a customer desk in a very long time. This is not a rant on Hertz or this particular team. I could guess that my customer experience by all their standards had been amazing. The process was smooth and I’m sure it checked all the quality control boxes, or customer satisfaction KPIs they had. I just tend to have an obsessive frame of mind in regard to building added value as a brand… or not.
But there was one thing that was absolutely baffling to me. Let me explain…
Most of innovation programs that I encounter are still organized as R&D programs. We often call that the innovation pipeline fallacy. It’s mostly due to the fact that most organizations don’t get that innovation is not R&D, and that consecutively innovation doesn’t fit in a pipeline.
During the past few years, whether discussing mentoring programmes or cultural transformation with large corporations, I am faced with a disproportionate belief in “tools”. I think I need to clarify that it is not because as consultants we use tools that we sell tools. A keynote from Frédérique PAIN I organized recently for one of our key customer, confirmed what I’ve been seeing for years: too many French and European companies have a disproportionate belief and trust in « tools » and methodologies. Our common Western culture and history of engineering development and thinking put a strong bias toward reproductible, documented approaches to problems.
Discussion with a corporate customer yesterday over dinner. I realized that I gave only 2 public keynotes this year (3rd soon) vs about 8 private ones on ´sensitive‘ innovation topics for industrials, banks, etc. There is a market shift there. More insights, less BS?
Not sure that traditional innovation conferences can get there. Which means delivering focused keynotes in context of a) a specific market problematic and b) a specific company culture. Which is interesting for us and small consultancies in general I guess…
As a matter of fact, I also realized that I couldn’t find a single interesting innovation conference to attend this year as a guest (seems I’m not alone).
Truly the rarest resource we are looking for (as consultants who have been doing this gig for more than ten years) are not tools or methodologies. It’s staying on the edge of things and refreshing our point of view. Which is also what we end up selling to customers (methodologies are commodities).
Have you been to an innovation conference or a business event that didn’t plain suck recently? If so, please pretty please, give me a hint. : )