Increasingly cited in various rankings of innovative and fast-growing companies, Anaplan offers strategic planning solution that clashes with everything that existed until now. Accessible online, on demand, easy to use by non-specialists, its platform can simulate all kinds of decisions and accurately assess the management of various stages in numerous areas: commercial, financial, HR, logistics, etc.
We already knew the greenback, here come the green bonds. This emerging security, whose yearly issuance still represents only 1% of the global bonds market, has the wind in its sails. Used primarily by institutions, large companies and local authorities, it has just entered the reference segment: sovereign bonds.
In the global geography of innovation, India is straddling two continents. Its engineers have contributed to the success of the Silicon Valley: the father of the USB socket, the inventor of the Intel Pentium chip, the general manager of Microsoft are Indian, as is part of the senior management at Google. The success of this Diaspora reflects the talents of Indian engineers, but it can also be linked with an original innovation culture, which expresses itself in an amazing ability to reverse concepts. Three meta-innovations illustrate this Indian way.
Over 60,000 US Internet startups have been created over the last decade but only 0.14% turned into unicorns i.e. startup companies with a market capitalization over one billion dollars. Who are the serial entrepreneurs who founded them? This winners club covered 84 entities in 2015 – against 39 in 2013. They have a very distinctive profile.
Parrot's adventure began in 1994 with voice-controlled organizers. It never became a huge commercial success, but the technology involved was recycled into hands-free car kits, and Parrot quickly became a major player in this market. After that, it started manufacturing communication products for the general public. In 2010, a toy drone controlled by smartphone was launched; this success made Parrot one of the leading manufacturers of consumer drones. Three lessons can be drawn from this experience.
The Chinese healthcare system is facing numerous challenges, which means great opportunities for those western players in the industry who have relatively mature solutions and experiences to offer. However, China is increasingly designing its own way, fully leveraging the power of digitization to bridge the gaps.
These days, a large consumer goods company has almost the same strong data productivity as a medium sized Internet company. Management in more and more companies hopes to manage users and data in the same way as Internet companies, then make decisions based on data. Nevertheless, colossal and dispersed data stands in the way of IT, management and analysis departments of companies that are yearning for nimble and real-time data analysis. Consulting firms, which were playing a huge role, have now lost the power to pile up data and provide insight. They don’t have enough hands for this. We started working with a leading fashion consumer goods company in China to build its data platform. It took us only six months to put together the functions to gather and analyze data, consumer profiling, member systems and external data tracking and capturing. We would like to share relevant knowledge in these three fields in hopes of better streamlining operations powered by the force of data.
Emerging as an experiment fifteen years ago, personalization has become today a central feature of e-commerce, whether in the form of customization of products, the boom of made-to-measure or the personalization of customer relationships using customer relationship management tools. But do we know how consumers feel about it? In 2004, Ahlem Abidi-Barthe led the first scientific investigations on the subject. What has changed since then?
The Airbnb community reflects very interesting socio-cultural aspects. Almost 73% of Americans are unaware of collaborative economy, and this consumption pattern appeals primarily to under-45s, university graduates and people with a good level of income. This form of consumption is popular among the upper stratum of society because of the Romantic image it conjures, the ecological label and the art of living together. Simultaneously, it federates the support of young people because of the economic benefits it provides. Collaborative economy is the warhorse of a sort of cultural avant-garde; but this group will grow.
Proponents of synthetic biology introduced in molecular biology a number of principles directly inspired from engineering. Their goal: alter living organisms to make them produce new molecules. Numerous applications are expected in the areas of health, energy, materials, environment and agriculture. How will the transition to the industrial phase take place? This, today, is the main issue.
Different hierarchies of needs explain why, in the internet industry and other high-tech industries in China, there are both the Chinese way and the Silicon Valley way of doing business, and why some big American companies have been struggling to make headway here. High-tech sounds high-up, but for online service providers, it all boils down to understanding other people’s ways of thinking and doing things. They have to understand local governments, their employees, business partners, users and clients. Looking back, the U.S. internet giants that failed were simply out of tune with the Chinese market. They didn’t clearly see the importance of understanding Chinese culture; they talked to the wrong people in the wrong ways about the wrong things.
Cybersecurity is already top of the agenda for many corporate boards, but the scale and scope of Internet of Things (IoT) deployments escalate security risk, making it harder than ever for C-suite executives to protect their businesses.
As automation technologies such as machine learning and robotics play an increasingly great role in everyday life, their potential effect on the workplace has, unsurprisingly, become a major focus of research and public concern. The discussion tends toward a Manichean guessing game: which jobs will or won’t be replaced by machines?
In order to continue to prosper, China as a country and as an economy needs deep and comprehensive reform. President Xi Jinping outlined his view in a long article published on May 10th in Peoples’ Daily, the official party newspaper: reform means that market forces should play a decisive role in resource allocation, and for that to happen there needs to be a level playing field. That in turn requires that all players abide by the same rules, standards and laws, which will not be achieved without strict and equal enforcement. In the field of road transportation, these issues become very concrete, visual and easy to understand.
The slowdown in international trade and the digital revolution converge to shake up global value chains, a paradigm for international trade since approximately 25 years. A value chain, it should be recalled, encompasses all of the activities that form a product or service, from its conception to its use by the end consumer. The globalization of value chains that began in the early 1990s opened a cycle that now seems to bend. On these different links, the way value is created changes greatly. Western companies draw lessons by changing their business model. But emerging countries have also entered the game. Ultimately, maybe only a few winners with a global corporate status will be left.
The public sector has long operated in isolation, developing methods and solutions of its own. In recent decades, however, interactions with the private sector have increased, whether through the growing role of consulting firms or in the form of public-private partnerships. Today, this collaboration is taking on a whole new dimension by integrating other stakeholders, including the users of public services. The emergence of open innovation models is redefining the methods and spirit of public action. Government is reinventing itself as an innovation platform.
There is not a single day when we don’t talk about innovation, digitalization and the competition between startups and big companies. We might miss the point when we do so, because the fundamental shift occurring is not digitalization by itself but the complexity it generates. Complexity causes a reduction of our capability to predict and makes us need to reinvent the way we design and manage organizations. All our beliefs about business are rooted in a world of simplicity, where the causal links were understandable and the evolution of markets foreseeable. This environment led us to focus on one holy metric, that eventually became an obsession: efficacy.
Rapid technological upgrades and commercial innovation, coupled with a slow legislative and regulatory process, have given rise to successive social issues and disputes: Should platforms like Uber be legalized or not? Should Apple’s encryption technology be restricted? Should search results be affected by keyword bidding? Such issues not only pose great challenges to state governance, but also arouse intense social debates and controversies.
Urban travel demand has to be understood from the context of differentiated urban growth. To some extent, capacity increase is possible by slight modifications with little or no investments such as signaling changes, widening of roads and extricating encroachments. But what works for one city may not work for the other, though some valuable lessons can be learned.
Sirius has four characteristics. He is strictly rational and insensitive to any emotional stimulus. He is also insensitive to any political or corporate pressure. He ignores all existing health systems worldwide. He has a full capacity of understanding and immediate learning. Were Sirius asked to design a completely new health system, what would it look like?