Culture
Last week I started to share about the differences between team debriefing and team introspection [https://www.icopilots.com/team-debriefing-vs-team-introspection/]. The former being quite straightforward and directly connected to an observable performance as the latter being a deeper exploration of more relational issues in an organisation or team. Both are
Google announced a new AR glasses prototype. What to make of it? Whether you deal with VR (virtual reality) or AR (augmented reality) you need to solve three big problems at the same time: * Find a real market problem to solve at scale. * Build a hardware layer that is powerful
Culture
I have been wanting for a long time to share about various team practices that I have found useful over the years working with different teams, from startup co-founders to senior corporate managers of large industrial companies. And my views have also evolved over the years, moving from very masculine
Incumbent automakers worldwide are facing countless disruptions. The global supply chain is broken, markets get more and more disconnected, pushing for increased (and costly) regionalization, electric engines seem to become the new norm despite slow-walking there for so many years, etc. An exercise that we often do with key executives
Before I embarked yesterday on rewriting my article from 2017 on The fundamentals of opposable marketing [https://www.icopilots.com/the-fundamentals-of-opposable-marketing/], I initially just wanted to quote Tom Roach in one of his own articles called The stupidity of sameness and the value of difference [https://thetomroach.com/2020/11/
I took the time to rewrite and hopefully clarify an essential article from 2017 on the link between marketing and pricing and why it should be as simple as possible.
Since its inception in 2009, Uber has been the poster child of startups heavily subsidized by VCs to take massive losses until it's the last one standing. But thirteen years can be long for not making money, even for the most hardcore and aggressive capitalists. Throw a global
I briefly touched yesterday on how John Deere embraced its side of the tech revolution in mobility by becoming a software-driven company (with some nasty side effects for its customers). But their investment in tech might go far beyond what you'd expect... In the late nineties, John Deere
Hot Takes
Not unlike an iPhone, most electric vehicles have been designed as a black box of reparability. Take the now iconic Tesla, and you'll find a hardware and software package deeply integrated (which is fantastic) with very few options (if any) to tune or fix something in it yourself.
Hot Takes
For many years, from luxury to automotive markets, I've been patiently nudging a few large western corporations to consider how Tier III and IV cities in China were the future of their market. FSG Originals | Blockchain Chicken FarmA New York Times Book Review Editors’ ChoiceFSG Originalsmore about author
Hot Takes
A few days ago, François Capel [https://www.linkedin.com/in/fran%C3%A7ois-capel-39440713/] was kind enough to invite me on his podcast "Des étincelles pour changer le monde [https://podcasts.apple.com/us/podcast/des-%C3%A9tincelles-pour-changer-le-monde/id1523310730] ". He interviewed me about rupture innovation, how, in my
Culture
37signals is a software company founded 23 years ago in Chicago. It encountered a huge success with a team organization app named Basecamp (which they changed their company name to before reverting recently to 37signals), made some splash with Hey! their web-based email, stirred the App Store controversy, and many