This article discusses and clarifies the notion of killer app to show that it corresponds to the royal, and often unacknowledged, platform strategies used by open organizations.
In this article, we take the example of two companies specialized in high-end connected sport watches: Garmin and Suunto. On at least two of the five specificities of open organizations, Garmin is much more advanced than Suunto, granting the former company a competitive edge.
In the face of the upheavals in the retail sector, what are the strengths and weaknesses of the Mulliez Group to carry out its digital transformation?
France’s public digital transformation strategy is part of a multilateral partnership: the Open Government Partnership, which today brings together 75 countries and hundreds of civil society organizations dedicated to democratic innovation.
Displaying a strong ethical position does not in any way preclude the conduct of an effective digital sovereignty policy.
The functionalization of companies has important consequences in terms of business model, management and technological choice.
The use by the State of algorithmic instruments as part of its sovereign functions is part of the digital transformation. A group of researchers orchestrated by the OPTIC network recently published a small white paper on this subject, which we present here in its essential points.
In this article, Albert Meige, founder and CEO of Presans deepens the examination of the notion of inspiring mission.
Governance and organizations are factors that tend to be confused. Both are distinct and can be measured independently.
Far removed from comfort zones and happy talk, Armand Hatchuel reflects upon the fate of organizations.