The Vision Pro is officially a dud
Last year, I was expressing clear doubts about the interest of Apple Vision Pro:
Still no clear use case, still no precise demographics. That tech enthusiasts will buy it makes no doubt, but they are called innovators and early adopters for a reason: they're not the core market.
We dream of HER, we fear HAL… but we’ll get SAP
Like Sam Altman, we dream of HER. You know, Scarlett Johansson’s voice, the gentle omnipresence of an AI that anticipates our needs, laughs at our jokes, and understands our deepest aspirations. A technology that feels like companionship. And like Stanley Kubrick, we fear HAL. The archetype of the cold,
Strategyzer and the Dunning-Kruger effect
There's something no one really says out loud in the innovation field: Strategyzer's tools are at best a mixed blessing; oftentimes just a pain in the ass.
The short version is that spending a few hours filling in a Business Model Canvas (BMC) will give you
It took me a few seconds to draw it, but it took me 34 years to learn how to draw it in a few seconds.
In 2002, Citigroup — fresh from a merger between Citicorp and Travelers Group — hired Pentagram’s Paula Scher to design their new logo. Classic corporate brief: millions at stake, layers of stakeholders, and a brand too big to fail.
Scher walked into the room, listened, and then sketched the entire idea
Failure is not OK
One of the most annoying memes in corporate innovation is that failure is OK.
Don't get me wrong, I understand the good-vibe intent and (even more technically) the need to create a safe space for innovation to occur and encourage risk-taking in environments where risk is anything but
No, a portfolio strategy is not 'spray and pray'
A few days ago, I pinned a long-form article by Dan Gray for further discussion. The article was reposted on LinkedIn from Twitter. The post was about the difference between VCs that try to invest smartly and those who simply pursue large numbers of investments and 'spray and pray.