Publiée le jeudi 25 janvier
Let’s face it: business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. 
Publiée le mercredi 24 janvier

As new markets emerge, profit pools shift, and digital technologies pervade more of everyday life, it’s easy to assume that the economy’s digitization is already far advanced. According to our latest research, however, the forces of digital have yet to become fully mainstream. On average, industries are less than 40 percent digitized, despite the relatively deep penetration of these technologies in media, retail, and high tech.

Publiée le mardi 23 janvier

Corporate short-termism has been the subject of ongoing debate among leaders in business, government, and academia for more than 30 years, but hard evidence that short-termism genuinely detracts from company performanceand economic growth has remained scarce. To fill this gap and better understand capitalism for the long term, we have created a systematic measurement of long- and short-termism at the company level. Our findings show that companies we classify as “long term” outperform their shorter-term peers on a range of key economic and financial metrics (exhibit).

McKinsey : improving the customer experience to achieve government agency goals
Publiée le lundi 22 janvier

Across the business landscape, savvy executives are increasingly asking the same question: What do my customers want? They are coming to realize that, whatever they offer, they are in the customer-experience business. Technology has handed consumers growing power to choose how and where to buy products and services, and customer-friendly leaders such as Amazon and Apple steadily raise customer expectations for superior service ever higher. We find that how an organization delivers for customers is beginning to be as important as what it delivers. Our research shows that companies that systematically put customers first create inroads against competitors, build cultures that benefit employees as well as customers, and improve the bottom line from both the revenue and cost sides.

 
Publiée le dimanche 21 janvier

I have been thinking about the evolution of the innovation function inside financial institutions (innovation groups, labs, incubators, corporate venture function, R&D, IT) and outside (accelerators, consultancy firms) both from a structure and process point of view. This collaborative post with Claro Partners is one attempt at addressing process.


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Un de nos projets dans les Echos : la blockchain au tour de France avec l'ANFR

le premier projet de blockchain secteur public en France vit son dernier test grandeur nature sur le tour de France avant ouverture du service au public.

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L'Agence nationale des fréquences (anfr.fr) dont nous accompagnons la transformation numérique depuis 4 ans met à disposition une blockchain pour gérer les fréquences libres de droit sur les grands événements, occasions traditionnelles d'afflux massifs d'appareils qui émettent dans ces gammes et risquent de se brouiller mutuellement.

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Une façon de simplifier la vie de tous par les technologies disruptives.

 
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Like short skirts, innovation has traditionally swung into and out of fashion: popular in good times and tossed back into the closet in downturns. But as globalization tears down the geographic boundaries and market barriers that once kept businesses from achieving their potential, a company's ability to innovate—to tap the fresh value-creating ideas of its employees and those of its partners, customers, suppliers, and other parties beyond its own boundaries—is anything but faddish. In fact, innovation has become a core driver of growth, performance, and valuation.