EXPLORING AND BUILDING TOMORROW'S ORGANIZATIONS
Digital transition is a risk for a sleeping company, but it is an incredible opportunity for an agile one—it opens up opportunities to reinvent the business and thus create new value.
Evolution is taking place much more rapidly today, in part because the capital expenditure associated with digital innovation is much less than what was needed for designing appliances.
Some of the technologies behind the Metaverse, as we defined it in our previous article, are not particularly new. However, since the Facebook (Meta) announcements in September 2021, many people have had an uneasy feeling: either the Metaverse is indeed something completely new, or else it’s simply a re-packaging of a set of technologies that have been under development for several decades.
Exactly 20 years ago, without knowing it, I was about to contribute modestly to 2 of the 6 bricks of the Metaverse: I was finishing my studies as a telecom engineer and on March 6, 2002, I was starting my internship at the Australian National University where I was going to explore the frontiers of Virtual Reality, which already fascinated me at the time. Since then, my common thread has never ceased to be intimately linked to things digital.
Digital technology is quite different from most of the earlier technologies that contributed to the grand catalog. As such, it is taking by surprise many industrial players. Let’s examine the aspects of digital technology that are changing so dramatically the innovation process.
The “Digital Barbarians: threat to the customer relationship” article is the first in a series about the disruptive digital tsunami.
Designing a new product is a combinatorial problem of how to select the appropriate technology “bricks” and combine them to provide an innovative service package that addresses customers’ needs and desires.
The product or service remains centered on the basic need of the customer, but it now encompasses addition, peripheral needs, progressing from the initial basic functionality to a service-oriented package.
Jacques Knight’s lessons learned and future questions, after two years of analysis on the key energy sector.
Three axes of questioning concerning the future of fiction: will it be heroic, will it be strange, will it be carried by new vectors?
Energy and defense will suffer from a systemic cohesion deficit in the face of a system that has become delusional
Defense and energy are sectors forced into overconformity by a system that is delirious but sufficiently cohesive to impose its delirium on all. A polemical text.
The technology agenda in the energy sector is increasingly set by non-industrial players. Decarbonization is high on the list. Does this mean that the future of energy is all mapped out?
There are three characteristics of AI which need to be taken into account by HMI designers: learnability, intentionality, and augmentation.