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/ Business models and Strategy

How to get from insight to market in a complex, sometimes chaotic, fast-moving world.

🍎 What is a platform? Hardware edition

🍎 What is a platform? Hardware edition

Following up on yesterday's article about Apple WWDC announcements, an obvious – and yet amazing – new possibility is to use an iPhone as a webcam for a Mac. Think about this: How many other platforms do we know that can interoperate software and hardware as seamlessly as that? Apple doesn't even

☕️ The war for coffee is still raging

/ Business models and Strategy

☕️ The war for coffee is still raging

After two years of a global pandemic, quite a few retail businesses show their weaknesses. As Warren Buffet famously said, you find out who is swimming naked when the tide goes out. Selling coffee is one of these markets that is heavily shaken. After more than ten years of trying

🔋 The obvious EV bottleneck

/ Business models and Strategy

🔋 The obvious EV bottleneck

I presented last year how the systemic bottleneck analysis [https://www.icopilots.com/market-predictions-with-systemic-bottleneck-analysis/] was one of the key tools I've been using for years when discussing the future of any market. As a quick refresher: a systemic bottleneck is a turn point event that is building up in your

🤖 Amazon Whole Food: it's not about the store dummy

🤖 Amazon Whole Food: it's not about the store dummy

Only a few weeks ago closed most of its physical store's tryouts [https://www.icopilots.com/amazon-power-move/], but for Amazon Fresh and Whole Food. At the time, we discussed both the scale at which Amazon operates and their lust for automation. Right on cue, Amazon is pushing for full-on automated

🍔 Seeing beyond Foodtech

/ Business models and Strategy

🍔 Seeing beyond Foodtech

In 2021 I was working on a comprehensive benchmark of the Foodtech and Agtech ecosystems worldwide for one of the largest biotech clusters in Europe. Think of their role in the market as plucking the best deeptech startups ahead of the curve, bringing them the best nutrients possible to promote

🔫 Internet 3.0 is about geopolitics

/ Business models and Strategy

🔫 Internet 3.0 is about geopolitics

In January, Ben Thompson wrote a prescient article about how the Internet was now maturing from a pure economic scale machine leveraging network effects (Internet 2.0) to politics, or more accurately, geopolitics (Internet 3.0). > It turns out that when it comes to Information Technology, very little is settled;

🍎 Apple hyper-scale engine is purring

/ Business models and Strategy

🍎 Apple hyper-scale engine is purring

Most successful companies have slim chances of sustaining their future business because they are a one-trick pony. Not Apple. Last month Scott Galloway discussed how Apple will probably do very well for the next ten years. His main argument is that Apple has mastered several aspects of business, from customer

🧬 The big unlock for biotech startups

/ Business models and Strategy

🧬 The big unlock for biotech startups

Biotech startups may no longer need to get funded over their IP. It's difficult to call it a trend yet, but a significant part of the VC deal flow in this sector might be soon with startups letting go of public research tech transfer and/or patents. In the pharmaceutical

👟 China now understands branding

👟 China now understands branding

In China Nike, Adidas, Mercedes, DolceGabana, and Dior are losing ground in favor of national brands. These brands are the canary in the coal mine of two things I've been explaining since Trump's election in the U.S.: 1️⃣ The Chinese consumer is becoming increasingly proud of its national brands.

🛍 Retail disruption: brick and mortar 2.0

🛍 Retail disruption: brick and mortar 2.0

I was discussing this morning the announcement of a new Amazon retail adventure: a physical apparel store. This is interesting on several levels: (1) Amazon keeps on pushing on the old economy, not only by making with its online store (and immense, semi-automated physical supply chain) but also by trying

🚘 Lyft and Uber: commitment vs. hyper-scale

🚘 Lyft and Uber: commitment vs. hyper-scale

With Airbnb, Uber is probably now the last surviving hyper-scale startup of the 2010s. But unlike Airbnb, Uber is not in good shape. On paper, Uber dominates ride-sharing worldwide with a massive footprint of over +100 million users and a dominant market share wherever it operates. Uber amounts to about

🚖 Self-driving cars vs. Regulations

🚖 Self-driving cars vs. Regulations

The U.S. Congress is only now begrudgingly considering what to do with self-driving cars. Don’t smile too much. Most of you are aware that deciding who is responsible in case of a fatal collision is not a piece of cake (lines of code won’t repay the families’

📕 Mobility as a Service (MaaS) Report

📕 Mobility as a Service (MaaS) Report

Our Mobility-as-a-Service Report (MaaS) commissioned by the French National Agency for Ecological Transition (ADEME [https://www.ademe.fr/en]) and the General for Infrastructure, Transport, and the Sea (DGITM [https://www.ecologie.gouv.fr/direction-generale-des-infrastructures-des-transports-et-mer-dgitm] ) is now available. It was researched and produced with my friends Julien de Labaca [http:

🇨🇳 How Samsung Lost China

🇨🇳 How Samsung Lost China

While being the uncontested leader in 2014, by 2020, Samsung had lost China entirely. From an 18% market share of the Chinese mobile phone market in 2014 to a measly 2% in 2018, by 2020, Samsung had virtually disappeared from the Chinese mainland market. What went wrong, and why should

end of global market paradigm

/ Business models and Strategy

🌐 Facing the end of the global market paradigm?

The global market paradigm is unraveling as we speak. While the US is slowly acknowledging that, no matter the metrics you’ll want to consider, they will be second to China within the next ten years; the rest of the world is already adjusting. Mapping the different national strategies to

Covid-19 - innovation copilots

/ Business models and Strategy

Covid-19 Crisis, Embracing turbulent times? – Part 3

As a follow-up to my series of articles on the Covid-19 crisis I’d like to share a few ideas on what corporations could do to adjust and embrace turbulent times. Now, a few words of warning. I generally dislike these kinds of discussion because they end up giving advice

china - innovation copilots

/ Business models and Strategy

How China innovation culture deeply differs from ours

Sharing a great quote fished by Nicolas COLIN [https://europeanstraits.substack.com/p/the-rise-of-a-new-china?token=eyJ1c2VyX2lkIjoxMDEzNTgwLCJwb3N0X2lkIjozNzU1MzgsIl8iOiJVZExHYiIsImlhdCI6MTU4NjkzNzE4OCwiZXhwIjoxNTg2OTQwNzg4LCJpc3MiOiJwdWItMTc1MDMiLCJzdWIiOiJwb3N0LXJlYWN0aW9uIn0.o7LCeOxbH2IvtUDeTkX1NRAdGeOretFOmQOssSbYbgY] on how China innovation culture compares to America (and the West). When ‘normal’ means the world is in flux, adapting to it is an on-going process of problem resolution. The

🧭 Understanding why we make predictions with Pierre Wack

🧭 Understanding why we make predictions with Pierre Wack

One of the most critical videos you can watch about managing uncertainty is one of the very few recorded interventions of the brilliant Pierre WACK. He was one of the (mostly) unknown heroes who single-handedly reinvented the business forecast discipline in the eighties with his scenario-planning approach. What do you