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.
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.
Fintech? Over one thousand start-ups, all over the world, whose attempt to disintermediate the financial systems is a key challenge for banks and other financial institutions. A lot of money has already been invested and governments, through incubators, are now in the game. What does the global landscape look like?
The cofounder of the company that created the world's first computer-animated feature film lays out a management philosophy for keeping Pixar innovative.
Overcoming the pessimism that permeates many visions of the future of the news media, today we find ourselves in a period of intense activity, i.e. in the “creative” phase of a Schumpeterian moment. Many startups no longer rely on advertising and are refocusing on the service provided to the reader. Crowdfunding has freed up initiatives and is allowing for experimentation. Brief.me, a daily newsletter launched in 2014, was born of such experimentation.
Since her departure from JP Morgan Chase to become CEO of Digital Asset Holdings, Blythe Masters, the renowned economist and market operator, initiated a speaking tour dedicated to blockchains. During the Exponential Finance Conference held on June 2nd 2015, she declared that “financial blockchain applications will be measured in the trillions.” Since this sensational announcement, specialized firms have been receiving many calls that all revolve around the same issue: “How will the blockchain technology help us take the ascendancy in our industry?” Today, there is a real curiosity, but above all, a need for education on the subject of Bitcoin and Ethereum protocols, as well as “blockchain technology.”
Legal and regulatory aspects are rarely mentioned when discussing innovation management. But they do play a major role, and the analysis of the legal environment is a crucial issue. It allows smart organizations to implement original strategies… even though there are a number of pitfalls.
Henceforth, many companies are afraid of getting uberized. Now, this danger, which has its roots in the emergence of the web twenty years ago, can be considered neither as a novelty nor a surprise. So why is the corporate world so unprepared? A simple matter of denial or an overly superficial understanding of digital technology? In any case, it has never been so urgent for the corporate world to understand what is going on. Be it only prepare the counter-attack.
One year after the IPO, Alibaba's new investments have started to impact the structure of the company. The group has adopted a modern and innovative way to exploit the funds it raised, shifting from defining itself as an e-commerce platform into what the group now calls an infrastructure for e-commerce.
Though BlackBerry has less than 1% of the smartphone market share today, it once had more than 50%. The question is how such a successful company could fall so far. Journalists Jacquie McNish and Sean Silcoff provide many of the answers in their book, Losing the Signal: The Untold Story Behind the Extraordinary Rise and Spectacular Fall of BlackBerry. Wharton marketing professor Americus Reed recently had an opportunity to talk with McNish about what we can learn from the rise and fall of BlackBerry.
What are the triggers of an innovation project? Though there is extensive literature on innovation management, what exactly drives innovation remains unclear. And yet, it is a fundamental issue, considering that the future of the firm is at stake. Who should imagine this future and take the responsibility of initiating projects? R&D, marketing, prospective teams? There is no single answer. But a full range of business cases illustrate all three models.
"Although today's digital manufacturing machines are still in their infancy, they can already be used to make (almost) anything, anywhere. That changes everything," said Neil Gershenfeld, Director at MIT's Center for Bits and Atoms. Autonomous robotics, 3D printing, cloud computing, Internet of Things and sensor technologies are driving a paradigm shift in manufacturing. The new era of industrial production builds on the concept of cyber-physical systems. Consumers are expected to play an ever greater role in this new model.
Open community and collective intelligence have become significant phenomena in all fields where organizations and institutions used to play a leading role. In the business field, where socialstructing has manifested its power the most, we‘ve witnessed the emergence and evolution of Linux, Android, and now the open-source hardware driven by the grand IoT revolution. As an open-source electronic prototyping platform and kit board provider, Arduino has from the very beginning tied itself closely with an expansive user community and developer ecosystem, and has been widely accepted as the global leader in this area.
With the Model S, Tesla offers not only “the best car in the world,” but also an object from the Silicon Valley, closer in its architecture to a mobile electronic device than to a car, in the conventional sense. The electronics and system architecture but also the streamlined user experience: everything is designed in a framework where models are smartphones and tablets. The result is a car that draws its attractiveness from its own features, including its mechanical performance, and from the enchanting experience it promises, more than from simply rational, technical and economic features. Electronics and automotive technology, the best of both worlds, and beyond! This performance owes much to the personality of Elon Musk and to the culture of the company, which shares both the qualities and defects of a start-up. Will this culture survive to a change of scale?
Automakers are facing four changes that will altogether change the automotive experience in the few years to come. These four innovations, brought from the consumer electronics industry, include Connectivity, Artificial intelligence, Sensors, and Interface. Each of these four disrupting factors, taken independently, is a powerful wave on its own. When combined, they will redefine the industry.
Articles analyzing why there's no Chinese innovation are all over the place. Meanwhile, the situation is changing at a rapid pace. How do Chinese entrepreneurs move from imitators to innovators? To better understand these issues, our Chinese edition invited a number of pioneers and observers at the front-line of domestic and international innovations.
Digital media is evolving rapidly and requires more than traditional marketing. Suzie Reider, Google's managing director for brand solutions, and Gopi Kallayil, Google's chief evangelist for brand solutions, highlight six common traps that new-age marketers must avoid.