I have already published a few things about the notion of opposable marketing, which, to frame it, just asks the question: do you say something meaningful to your market? Being cost-efficient, having good quality, paying attention to customers, etc. All that means nothing. Because no one does the opposite of
I will be one of the round table speakers [https://www.iruworldcongress.com/speakers] at the IRU Wolrd Congress in Muscat, Oman, this November. New technology and business models: prosper or perish? The combination of automation, the “sharing economy” and decarbonisation objectives leads, among others, to the emergence of digital
In this fourth interview of transformation leader, I was delighted to meet Sophie Delmas, head of partnerships at l’Atelier BNP Paribas. L’Atelier is dedicated to prospective and market intelligence, working mainly as internal consultant for the bank. They sell their advice internally, and Sophie’s role is to
So here is the third interview in the Transformation Leaders series. After a digital intrapreneur at AIRBUS and a business transformation executive at ATOS, I have interviewed François Fournier, Digital Business Leader at Thales. François is an avid learner who wanted to become an aircraft pilot. As he couldn’t,
We have all witnessed how digital has transformed the retail market all across the planet. At first e-commerce, then Amazon and Alibaba platforms, then even more new entrants, more recently everyone is trying to jump in social media such as Instagram (courting young trendy « influencers »), etc. The consensus was that
Lee VINSEL [http://leevinsel.com/blog] is an associate professor at Virgina Tech. He gently explains that innovation is like oxycontin in the academic field. And that when he’s pitching innovation to university administrators he does what consultants do when they try to part a customer from its money:
I’m often surprised to see leading companies with solid innovation programs missing obvious market turnarounds. They record the same weak signals and trends that I do, they understand them as well or better than I do, but they fail to act on them appropriately. In my experience, the key
Natasha JEN formulates a very calm and articulate deconstruction of the design thinking craze. Just like open innovation, lean methodologies, effectuation, or intrapreneurship… design thinking is a methodology that is better at selling the idea that there is a one-size-fits-all solution to every corporate strategic hurdle than actually delivering anything
Worldline [https://worldline.com] has been one of the key customers I’ve been implementing a company-wide strategic mentoring program (you will spot me here and there presenting, gesticulating and laughing in the short video). During the last four years, I’ve been starting up, designing, implementing, training, tweaking, measuring
We discussed in the previous article the idea of the weak singularity, where all connected devices tend to be harvested by a few massive platforms as a global sensor network targeting us for ads (or broader influence strategies). The follow-up of this trend is what we call Platforms’ Dark Patterns,
As I did mid-year 2017 [https://innovation-copilots.ghost.io/my-innovation-radar-for-2017], I will start today a discussion on what I have on my innovation radar. This is what I believe will shape both B2B and B2C markets for the next two to three years. Unlike last year, I will split it
Philippe had been hinting at one of the combined tools we’d like to share: the culture and innovation frameworks. The culture framework that we’ve been using for years informally when helping organisations in their strategic transformations is the “other side” of the innovation framework Philippe has been sharing