Yes, it is possible to rationalize the innovation effort, moving on from managing equilibrium to handling a constant imbalance. No, this is no easy matter. It requires that we revise - and fairly extensively - our natural reflexes and current tools, without slipping into fashionable fads. The good news is that research in management has now identified the principles needed to manage innovation. Here are eight of these principles.
Indian e-commerce firm Snapdeal recently got a major boost: a $627 million investment from SoftBank, the Japanese telecom and media giant. This is the largest investment so far in the Indian e-commerce space. Snapdeal began as an online group discounting site in 2010. In 2012, it transformed itself into a marketplace almost overnight, and today has more than 50,000 merchants, five million products and 30 million users. The company is also entering new categories like real estate and automobiles. But co-founder Kunal Bahl doesn't consider Snapdeal to be an e-commerce player. In a conversation with Knowledge@Wharton, he says the firm is really a technology company, enabling others to do e-commerce.
In China just like everywhere else, the tertiary sector has long been deemed as an affiliation or an attachment to primary and secondary industries with a certain amount of contribution to employment, but never as a driver of the economy. The game is changing. Industries such as finance and retail are facing a technological reinvention, and great changes are also reshaping HR services.
Our foodstuffs in the future may be full of surprises. The challenges are high, human imagination is boundless. Numerous emerging innovations can be noted. Some are still in the labs, others are seeking to gain a foothold in the marketplaces.
In 2005, the web digitized a new and unexpected field: social relationships. By organizing our social life, the Web 2.0 and social networks have transformed our lives. At the dawn of 2015, digital technologies are about to enter another new and awaited field: our relationship with ourselves. This unlikely encounter between technology and psychology forebodes a radical transformation of our everyday life, a third phase of the digital revolution.
Uber and Airbnb have undergone regulatory setbacks lately. But as regulators continue to crack the whip, there is little sign they will be able to stem the tide of popularity for these sharing services. Should the very idea of regulation evolve? It should not, at least, exist to protect entrenched industries and shut out competition. But companies like Uber, who have very strong Libertarian streaks, may have to make a move too. Will both sides learn to play together?
Achieving an energy transition is obviously necessary in the long run, but the situation is much more confusing in the short and mid-term perspectives. Between technological breakthroughs and geopolitical changes, evolutions are difficult to predict. The energy transition has begun and will continue. But if we wish to draw up an overall picture, it is the ambiguities and uncertainties that prevail.
Compared to the evolution of the Maker Movement in Western countries, China has already formed a much larger bottom-up ecosystem, manifesting the ultimate goal of the Maker Movement - democratizing innovation. We call it the New Shanzhai, after the Chinese word for copycat. The question is, what will happen when these two worlds meet together?
Communication is at the forefront of a world of weak ties that form and break up uninterruptedly. By showing their ability to respond to instability and paradoxes, specialists may convert a threatening progress into an opportunity to give a full meaning to their activity: integrate the company into a narrative of common good. But communication of the future will have to reinvent itself.
We bathe in a controlled digital reality where a multitude of information flows converge. Processing these data has become a sensitive issue inasmuch as they relate to our private sphere, to our intimacy. Personal control is only partly effective since almost nobody knows how to implement it seriously. This is why experts have been discussing the opportunity of Big Data governance. How can we proceed? Alongside the institutional answers based on the emergence of control authorities, one possible path forward could be via ethical data mining.
3D printer manufacturing technologies are not new, but what is new is increasing accessibility that follows suit to marketing of small printers at affordable prices. This democratization both fascinates and worries creators and designers as well as decision makers. Often described as the vector for a 3rd industrial revolution, 3D printing, however, does raise questions when it comes to intellectual property rights that the technology may undermine. Certain already existing technical and legal solutions could accompany more extensive use. Nonetheless, there will necessarily be a change in paradigm.
ParisTech Review has a passion for alternative and disruptive economic models, those that may shape tomorrow's economy. Here are seven articles, published between 2011 and today, presenting seven major innovative models.
With the proliferation of technologies and the growing complexity of products and services, it no longer seems possible for any company, as large as it may be, to innovate alone. How to identify the right partners and develop a partnership over time? How to ensure successful exchanges? Technology scouting strives to bring answers to these issues. If developed correctly, it paves the way to technological intelligence. However, effective scouting implies many changes in the organization of the company regarding innovation.
Up to recent decades, the enterprise was characterized by a unity of place. Enterprises tomorrow will be characterized by a unity of time, that needed for a project, for a small and large scale contracts, but with no unity of place, inasmuch as the workers can be thousands of kilometres away, in third party office premises or at home, in a remote tele-work mode. Working no longer consists of collaborating with colleagues in a given place built for this purpose, but rather networking with others and organizing a shared sociability. The question is: will the very concept of enterprise survive?
Should we imagine, come the 2030 horizon, new forms of entrepreneurial leadership? Even with the support of Big Data technologies, future managers and business leaders will have to cope with increasing complexity and uncertainty. The credo of there being a single one-best-way already belongs the past. Authority will no longer depend on who owns the knowledge. So, what will the skills and qualities of tomorrow's managerial class look like?
In the past, Hilton Worldwide, which has 4,200 hotels in 90 countries, used to look at individual consumers and decide who was a Hilton customer. It used that determination in its marketing: Hampton Inn people were targeted one way, while those who fit the profile of the Waldorf Astoria were approached in another. Then the company had an a-ha moment.
Over the decades, corporate venturing has evolved through several phases. Recent initiatives reflect growing interest among large companies to include incubators as a capstone of their corporate venturing. Incubators or not, the challenges remain the same: how to grow intelligence, the life-blood of entrepreneurial environments? How can a corporate parent accelerate innovators' learning? The experiences of prolific inventors and craftsmen suggest an answer: by providing product teams with an artisanal environment that favors play, repetition and patience.
Is the global crisis behind us? The divergent development of major emerging countries, Europe and the United States reminds us that despite a strong tendency for unification during the past two decades, despite our growing interdependence, the world economy is still highly fragmented. Under the circumstance, it doesn't make sense to draw a general picture without taking a closer look at these differences: between emerging and advanced countries, between the United States and Europe, and even within Europe itself.
In industrial spheres, the trend towards circular economy is drawing increasing closer attention. Some companies have identified in the recycling business an opportunity to develop new activities, while others see eco-design as a means to raise profit margins, while yet others see a way to re-think their corporate organization. Corporate image is part of the changing scene, but the circular economy concept is now a real industrial concern. Nonetheless, a lot remains to be done to make it fully operational. The challenge is now to see the concept reach maturity.
Nano-sciences and nano-technologies are opening up hitherto unmapped paths to our bodies and health. But nano-medicine does not avoid the heated debates associated to this new scale. Risk assessment cannot be limited to a cost-benefit analysis. So, where do we go from here?