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?
Delocalization and automation are now impacting the service sector, with noteworthy consequences on employment in developed countries. Even in the case of highly intellectual activities, a number of inherent tasks can be codified and pre-programmed; some of the processes involved can be automated just like similar industrial applications. The tasks can be automated or executed remotely. Notwithstanding, not all services can be delocalised. It is in the interest of any territorial entity (conurbation, region, city…) seeking to define its strategy for future development or reconversion, to identify and indeed reinforce those services that offer clear competitive edges.
Undercover ops, one of the darker sides of life, occasionally suffers from sudden exposure in the media, witness how the Concorde’s specification blueprints ended up in Russia or when US secret services used massive listening Big Ears (Echelon) to monitor official, supposedly privy phone exchanges. Yet, far from limiting its activities to the covert manoeuvers to access and analyse State secrets, the spy business today has refocused for some time now on industrial targets. The challenges and techniques used evolve constantly. In an open world, where information systems play an increasingly structuring role, the issue of how to protect sensitive data and technologies has now become a priority question.
You may not know Hon Hai, but it is to produce 70% of all iPhones 6. It also operates the largest factories on Earth. Terry Gou, founder and chairman, based his success on cheap labor costs as well as audacious merging strategies. Will the rise of automated factories mean the end of this success story, and more broadly the end of China as the world factory? As a matter of fact, Mr. Gou is fond of robots, and he won't be the last to launch an automated factory. But he may need Chinese arms for a while. Here is why.
What would it take for algorithms to take over the C-suite? And what will be senior leaders' most important contributions if they do? The advances of brilliant machines will astound us, but they will transform the lives of senior executives only if managerial advances enable them to. There's still a great deal of work to be done to create data sets worthy of the most intelligent machines and their burgeoning decision-making potential. On top of that, there's a need for senior leaders to let go in ways that run counter to a century of organizational development.
With the rapid advances in information technology, a new approach to knowledge is emerging which changes the very idea of skillfulness: what employees know matters less than what they are able to find, and, more relevantly, what they are able to share. Working alone creates less value than teamwork. Hierarchies tend to fade out, while collaboration becomes paramount. In these circumstances, the employees cease to be seen only as a productivity lever. Their personal performance continues to count, but now companies are also interested, and perhaps even more, in their ability to enter a dynamic and to nurture it. The employees can be valued for their creativity, capacity to innovate, their empathy and their intellectual curiosity.
There is a merciless war ongoing now in companies round the world to reduce production costs. Some have a major advantage when they can display improved energy efficiency of their commercial vans and trucks. The energy efficiency factor is now increasingly integrated in the augmented performance assessment that the brands emphasize for their shareholders, their customers, their suppliers, analysts and notation agencies. Some companies have moved faster than others to fight energy waste. The USA, with its huge, continental dimensions, lends itself well to energy scales of economy. Major transport companies, such as UPS or FedEx, are making remarkable progress, but the prime interest goes to the distributor Wal-Mart Stores Inc. On several occasions, President Obama singled out Wal-Mart as a model in terms of energy savings.
The world market for service robots will represent 25 billion euros in 2015 and could well be 100 billion euros by 2018 and 200 billion in 2023, according to the International Federation of Robotics. If we can assert that this entire high growth sector is emerging, there are, nonetheless, variations to be considered: some robots are close to industrial maturity, while others are still in experimental assessment phases. But the growth trend is now well established. It may not necessarily be spectacular but will affect considerably both developed societies and their economies.
Faced with consumers who can search for information, form groups and publicly express their opinion through electronic media and social networking, goods producers and services providers will inevitably have to step down from their comfortable heights and start thinking in terms of coproduction with a customer who will become a prosumer.
Come year 2030, what will business enterprises look like? Almost every qualified answer points in the same direction, or at least provides a foreseeable trend: if as predicted instability becomes the rule and not the exception, and in a context of an entirely new ecosystem stemming from pervasive digital technologies, business enterprises will have to evolve quite considerably if they wish to remain efficient, sustainable and resilient. What factors come to bear here?
To stay competitive, companies must stop experimenting with digital and commit to transforming themselves into full digital businesses. Here are seven traits that successful digital enterprises share.
Robots will soon be able to read texts for us, engage in conversations, clean our windows, deliver packets and parcels, prepare our pill-boxes and even help us get back on our feet should we fall, or have difficulty just getting up. We had them first in the military sector, then carrying out industrial chores, now we see a new generation coming, prepared to do household chores, maintenance work, leisure activities or engage in educational activities. Whether they be macro-, or nano-, humanoid or dronoid, these robots are about to become our future companions. So, where do we stand today?
Today's researchers are enduring a tough period compared to other scientists throughout history. Due to funding and institutional constraints, they have to work on short-term contracts serving commercial interests and must make promises that they can hardly live up to. One example involves quantum computers. Scientists should devote themselves to basic research crucial to tackling long-term world issues, says Nobel Prize Serge Haroche. This does not prevent him from advocating a strong sense of humanity among scientists. He supports an ideal education and research system combining science and humanity that stokes people's curiosity and enthusiasm for science, while at the same time cultivating an atmosphere encouraging imagination and innovation.
The irreversible momentum of MOOCs is penetrating all levels of China's education system, providing students with unprecedented freedom to select courses and access the best educational recourses at home and abroad. Some institutions have taken the lead, but the question is not just one of strategy for universities. In a nation where education reform is imperative, it is MOOCs that are forcing the Chinese education system to move.
The question addresses Europe, as well as emerging countries: how can we ever hope to have an influence on Internet governance if there is no strong, industrial power operating in the digital field?
The energy mix can be defined as the distribution of primary energy sources consumed to produce various types of energy used in a given country. For different reasons, running from availability of the resources to policies enacted in the fight against global warming, national energy mixes will necessarily evolve over the coming decades. However, the natural inertia of history and the political and economic costs make the changes difficult. What are the most promising routes to transition?