The African digital boom has already begun. McKinsey estimates that the contribution of the Internet to the annual GDP of Africa could rise from $18 billion in 2014 to $300 billion in 2025. Yet, all the countries are not addressing the digital wave with the same attitude.
African nations are seldom mentioned in the world ranking of innovative countries, but things could change with the rise of a new generation of technologies that perform many financial transactions from mobile phones. Today, mobile banking opens a new avenue for development. But can this model be exported?
Ever since the electronic properties of silicon were discovered in the United States in the late 30s, it has been a well-known fact: a new material can change the world. Perhaps because it weighs less, is sturdier, provides better thermal and acoustic performance, lasts longer, or makes production and assembly easier. Every now and then, the scientific community announces a new miracle material successor to silicon and the 2010s already rustle with announcements about a very serious candidate: graphene, a two-dimensional crystal consisting of a single layer of carbon atoms, which is credited with exceptional potential.
The venture investor and former Facebook executive examines technologies he thinks will improve the quality of life and economic output, and explains why most executives undervalue technical proficiency.
The Bitcoin bubble bursting is but one small part of a bigger story. The most exciting part is not speculation, but challenging the banks' control over payment solutions. This is what we should discuss. Starting now.
Long relegated to the fringes of the industrial world, social innovation is now finding its way into business practices and strategies. The related notions of emergence and self-organization are creating new, bottom-up models. Before trying to manage them, better to understand them.
With the introduction of Google Glass, an effort to create and market computerized eyewear, Google has captured the imagination of technologists, consumers and even sketch comedy show Saturday Night Live, while also raising a number of social and privacy issues. Experts at Wharton say that the Google Glass experiment will be important to watch from a business, marketing and cultural perspective, and they add that no one, including Google, has any clue how the search giant's efforts will play out.
Big Data marked a break in the evolution of information systems from three points of view: the explosion of available data, the increasing variety of these data and their constant renewal. Processing these data demands more than just computing power. It requires a complete break from Cartesian logic. It calls for the non-scientific part of human thought: inductive reasoning.
Organizational social-media literacy is fast becoming a source of competitive advantage. Learn, through the lens of executives at General Electric, how you and your leaders can keep up.
They are between 15 and 34 years old. Nicknamed the “digital natives”, they are the first generation of individuals who have always lived with the new technologies. They eat, read, inform themselves differently, and their cultural practices are shaking up the media landscape. Between traditional media and emerging players, two models are competing. Will the latecomers displace older lions? What options do traditional media have to counter their decline?
Try as you may, innovation can never be reduced to a mere good idea. Innovation is a process, which is played chiefly in the way those who are to implement it can successfully make novelty theirs. Quite often management tends to overlook this process of appropriation, or to consider it only in terms of hindrances and obstacles. How, on the contrary, can the internal resources of organizations be enhanced and mobilized? The answer is straightforward: by developing a culture of cooperation, which allows for some degree of transgression… and also makes way for emotion.
Smartphone credit cards and card readers, prepaid debit cards and other burgeoning electronic payment systems are making it easier than ever to move through the world without carrying cash. While going cashless offers some convenience to consumers, it also comes with potential fees and penalties from banks, credit card companies and others. As observers from Wharton and elsewhere note, cash is the more expensive proposition for those who handle financial transactions. But it will be tough for firms to convince consumers that dollars and cents have become a mere curio of the past.
Advances in medical imaging make this discipline a laboratory for the latest scientific methods. Disruptive innovations stemming from the convergence of medicine and physical sciences lead to fundamental questions: is there a place for experts against machines? How to reconcile statistical data, mass produced by new devices, with a focus on he who is central to medical practice: the individual?
In recent years, many firms have sped up their innovation processes. But can we protect the meaning and relevance of innovation while accelerating and increasing its impact? This is exactly the issue challenged by component innovation.
The urbanization of the world now takes place in the digital era, where connectivity is a core feature of urban functions. New, smarter cities are emerging. But technology falls short of creating urban dynamics by itself. Rather than just implementing smart devices, the challenge is empowerment and participation.
The most ancient living beings appeared 3.8 billion years ago: in terms of sustainability, Nature is far ahead from human societies… Each species owes its survival to a natural process of adaptation, a series of trials and errors that led to an expertise and creative genius which are available, for us to use as an inexhaustible source of inspiration: that's the starting point of biomimicry. What could seem at first like an extravagant whim is in fact at the heart of high-end technologies such as aeronautics or medicine.
The German photovoltaic industry is in chaos. Overwhelmed by the boom of solar home systems, the government has had to brutally halt subsidies whose costs were threatening to… go through the roof. Caught between Chinese competition and the falling price of solar panels, several of the flagships of this young industry are now on the brink of bankruptcy. After having enjoyed a heyday of several years, the sector suddenly has to adjust to new conditions. And, if it hopes to recover, must adapt.
With such a range of possibilities, wherein lies the best approach to the goal of reducing global CO2 emissions? Might shifting perspectives on both lifestyle and technology come to be seen less as a constraint and more as the key to ever greater progress? The response to the current challenge depends as much on the emergence of disruptive innovation as on fresh perspectives toward current modes of energy production and consumption.
Innovation is the result of constant information exchanges between technology, the markets, an innovation team, as well as other departments of the firm. How can we speed up these exchanges within big companies? Nicolas Bry (Orange – Innovation Marketing Group) suggests creating small dedicated structures led by innovation professionals with specific management methods. Then the question becomes: how to insert their work into group strategies?
When new technologies change the world, some companies are caught off-guard. Others see change coming and are able to adapt in time. And then there are companies like Kodak – which saw the future and simply couldn't figure out what to do. Kodak's Chapter 11 bankruptcy filing on January 19 culminates a long series of missteps, including a fear of introducing new technologies that would disrupt its highly profitable film business.