I have been at the forefront of the global growth of the new technologies and its ever-changing usages from SMBs to large corporate groups. Since it has helped some companies emerge from the crowd and increase their value generation, all C-suite are willing to jump in the bandwagon. Though the vast majority of them don’t have any clue what is happening, it is mostly needed to do a strategic change to focus on “Digital”. So, let’s try to debunk the “Digital transformation” that we all have in mind. Continue reading Digital transformation for dummies
France has been active in the startup accelerator business for a few years with corporate accelerators alongside corporate venture initiatives, privately held accelerators, and State supported accelerators. The objective for all of them is to help startups grow faster and steadier. Yet, the impacts of such initiatives are still to prove their value generation for all stakeholders since there is no clear success out of it. Maybe the ones launched by IBM and Oracle in the last few days would change the game as they are focusing on providing deals to the startups instead of advisory for their first baby steps. Continue reading IBM and Oracle to disrupt the corporate accelerator business in France?
Snapchat has filed for IPO a few days ago for an expected total valuation of $25B dollars. A total that is far away from the $104B for Facebook and Alibaba ($167B), yet one of the major operations for the “startup” world. As always in such a case, we all dive into the prospectus to have a look into the real numbers they are sharing with the general public. But what are the key numbers that should be telling us whether Snap (new company name) can really grow as fast as the investors are expecting? And eventually, is the market able to sustain the company growth? Continue reading Can Snapchat live up to its IPO?
McKinsey’s digital-strategy framework has been provided to the world to help Corporates understand the challenges they are facing in the new digital era. To be blunt, that framework is over-engineering the reality. So let’s try to simplify that framework to help traditional companies, either large corporate groups or SMBs, understand where the threats are coming from and how much they would be challenged. And as a bonus, let’s try to identify opportunities to compete with digital native companies. Continue reading Understanding digital disruption according to McKinsey
Startups have hijacked the Marketing stage for a few years now. New process, new tools and now models of management of Marketing have emerged thanks to the startups. They even created a specific term to crown their expertise: “Growth Hacking.” A dedicated concept with a large community all around the world has been growing steadily since 2010 and two people, Sean Ellis and Andrew Chen, made that concept global. Today you can see on LinkedIn that many profiles are “Growth Hackers” and some are part of large corporate companies instead of startups. Does it mean you need to care about the Growth Hacking methods when you are a Corporate? Quick answer: not at all. Continue reading Should Corporate use Growth Hacking methods?
It has been 10 years since software startups started selling their Big Data solutions to tap into the high level of data the Corporate groups have and are not leveraging. I was one of them. The value proposition of this new technology is impressive and could have made a dent into the traditional business. It would have been possible if we were to dismiss (1) the internal process of management, (2) the political issue that is the access to DATA, and (3) the high pressure change in focus for any company (from product to customer centricity). Yet, large corporate groups as well as SBMs are still trying to leverage. And are failing because they didn’t identify the pre-requisite of the Big Data. Continue reading Big Data overdose
Some key numbers for your digital business are revealing an impressive trend: Social Media isn’t the online traffic provider that we used to know. Depending on the segment of market, companies have lost from 30% to 80% of traffic coming from that “single” source. The situation isn’t critical for traditional companies but digital native ones are starting to feel the bleeding. Yet, that also means that would be a relief for their acquisition costs since they would be able to refocus on what really matters: real-life process to create a sustainable and scalable customer loyalty. But the situation would become more of an issue for large corporate groups that have massively invested in Social Media. How to turn that around? Continue reading Social media means building on sands
France is a renowned provider of talents for tech startups. You can find many of the French brains at the top levels of many of the Unicorns, those so-called startups that have made their ways to the worldwide stage. But when it comes to Corporate Venture, French companies are at the bottom of the well. Numbers are telling so according to Cécile Brosset (BPI Director of Development): USA has invested 24 times the amount of France in 2015. Though numbers don’t mean much since it doesn’t identify the value generation of those investments, it still shows that France based Corporate venture units are lagging behind. Explanations provided are that French traditional top companies are risk averse and tend to use their Corporate ventures as communication levers. I would beg to differ, it is because they are lost in a new world where industry matters less than technology. Continue reading Corporate Venture is meaningless
Let’s be clear. Startups have the upper hand in the news nowadays: startup X is going to make a killing in that industry, startup Y is disrupting that market, startup Z is creating a new market that would change the world. Or is it because the media industry has found itself a topic that pays out well? Would it be possible that the startup ecosystem has still many things to learn from the old fashion industries? Continue reading What Corporates have to teach to startups
General public and media companies have welcomed the drones. Yet, B2B business is still in the early years with opportunities to be confirmed in the several markets such as Infrastructure, Agriculture or transportation. Those markets amount for 71% of the global business of the drones, according to PwC forecasts. What will make the difference between the winners and losers in such a high potential business area? It would definitely be the capability to address a simple need: turn images into leverageable informations for expert validation.
That means the challenge all companies willing to push into this market will be their ability to insert their services into the value chain of expert jobs. Dronecle is a proof of this. The French startup targets the airplane maintenance business with a drone swarm, lowering the time spent by the aircraft in a shed plus the required resources to run the manual analysis. The key issue isn’t in the drone since it becomes a prerequisite to the job. It would be the data collection quality done through drone imagery, then the data analysis and sharing for the maintenance experts to assess and validate the aircraft capability to fly / the required level of maintenance for it to fly.
Information source: FrenchWeb