{"id":3366,"date":"2016-11-12T19:42:39","date_gmt":"2016-11-12T18:42:39","guid":{"rendered":"http:\/\/open-organization.com\/?p=3366"},"modified":"2016-11-12T19:42:39","modified_gmt":"2016-11-12T18:42:39","slug":"innovation-integrate-the-best-state-of-knowledge-in-the-world-marc-giget","status":"publish","type":"post","link":"https:\/\/open-organization.com\/fr\/2016\/11\/12\/innovation-integrate-the-best-state-of-knowledge-in-the-world-marc-giget\/","title":{"rendered":"Innovation: int\u00e9grer le meilleur \u00e9tat des connaissances du monde \u2013 Marc Giget"},"content":{"rendered":"<p>[et_pb_section bb_built=\u00a0\u00bb1&Prime;][et_pb_row][et_pb_column type=\u00a0\u00bb4_4&Prime;][et_pb_text]<\/p>\n<h3>Int\u00e9grer le meilleur \u00e9tat des connaissances du monde<\/h3>\n<p>Innover, c\u2019est int\u00e9grer le meilleur \u00e9tat des connaissances dans des produits et services cr\u00e9atifs avec pour objectif d\u2019am\u00e9liorer la vie de la soci\u00e9t\u00e9 et des individus.<\/p>\n<p>Ces trois composantes\u00a0: les connaissances, la cr\u00e9ation et l\u2019am\u00e9lioration de la vie constituent les \u00e9l\u00e9ments fondamentaux de toutes les d\u00e9marches d\u2019innovation. Ils sont selon les acteurs et les \u00e9poques privil\u00e9gi\u00e9s comme facteur d\u00e9clencheur. Albert Meige et Jacques P.M. Schmitt nous font parcourir ces diff\u00e9rentes approches et sensibilit\u00e9s des d\u00e9marches d\u2019innovations<\/p>\n<ul>\n<li>technical push et innovations issues de la connaissance comme facteur premier,<\/li>\n<li>valorisation de la vision du cr\u00e9ateur, designer, entrepreneur,<\/li>\n<li>human centric innovations issues des attentes r\u00eaves et d\u00e9sir des individus.<\/li>\n<\/ul>\n<p>De ces diff\u00e9rentes approches, nous partageons r\u00e9solument celle de Steeve Jobs :<\/p>\n<blockquote><p>You&rsquo;ve got to start with the customer experience and work back toward the technology &#8211; not the other way around. You can\u2019t start with the technology and try to figure out where.<\/p><\/blockquote>\n<p>Si cette vision place l\u2019individu et non les technologies au c\u0153ur de l\u2019innovation, elle est beaucoup plus exigeante en termes de connaissances, que la simple recherche d\u2019applications d\u2019une technologie ou d\u2019un concept. Elle exige que l\u2019entreprise innovante aille rechercher les connaissances et les technologies les plus pertinentes, quelles qu\u2019elles soient et d\u2019o\u00f9 qu\u2019elles viennent puis qu\u2019elle les combine de la meilleure fa\u00e7on possible pour am\u00e9liorer la vie r\u00e9elle.<\/p>\n<p>Cette vision universelle des sciences technologies et connaissances comme mati\u00e8res premi\u00e8res d\u2019innovations \u00ab\u00a0user friendly\u00a0\u00bb est \u00e0 la source du succ\u00e8s d\u2019Apple, premi\u00e8re entreprise mondiale en termes de valeur, alors que ses d\u00e9penses de R&amp;D sont extr\u00eamement faibles par rapports aux autres entreprises \u00e9lectroniques \u2013 moins de 4% du chiffre d\u2019affaires au cours des dix derni\u00e8res ann\u00e9es contre 10 \u00e0 20% pour ses concurrents -.<\/p>\n<p>Un Iphone est un produit extr\u00eamement simple et convivial pour l\u2019utilisateur et int\u00e9rieurement hyper-complexe, cette complexit\u00e9 r\u00e9sultant de la combinaison des meilleures technologies venues du monde entier\u00a0: d\u2019Allemagne, de Cor\u00e9e, du Japon, de Chine, des Etats-Unis, et de dizaines d\u2019autres pays. C\u2019est en quelque sorte un best off des meilleures comp\u00e9tences du monde en technologies\u00a0 mobiles. Or, Apple ne pointe qu\u2019au-del\u00e0 de la trenti\u00e8me place des possesseurs de brevets en t\u00e9l\u00e9phonie mobile, soit 20 fois moins que son principal concurrent, Samsung.<\/p>\n<p>Autre point fondamental, Apple renouvelle rapidement ses produits, avec une r\u00e9gularit\u00e9 de m\u00e9tronome\u00a0: Iphone 3, 3s, 4, 4s, 5, 5s&#8230; ce qui signifie donc un rafraichissement de toutes les technologies constitutives \u00e0 un rythme annuel, voire semestriel\u00a0!<\/p>\n<p>Ceci montre combien le monde a chang\u00e9 par rapport \u00e0 il y a une trentaine d\u2019ann\u00e9es. Triomphaient alors de grandes entreprises, ferm\u00e9es au \u00ab\u00a0not invented here\u00a0\u00bb, qui concevaient l\u2019essentiel des technologies de leurs produits dont le \u00a0d\u00e9veloppement \u00a0durait plusieurs ann\u00e9es, voire une dizaine d\u2019ann\u00e9es.<\/p>\n<p>C\u2019est peu dire que cette approche ouverte et rapide\u00a0de la conception de nouveaux produits hyper -complexes a boulevers\u00e9 le monde de l\u2019innovation.<\/p>\n<p>C\u2019est au c\u0153ur de cette r\u00e9volution que nous entra\u00eenent Albert Meige et jacques P.M. Schmitt, avec le gros avantage qu\u2019ils l\u2019ont v\u00e9cu au plus pr\u00e8s des entreprises leaders et qu\u2019ils ont \u00e9t\u00e9 des pr\u00e9curseurs dans la recherche et la conception des outils de l\u2019open innovation.<\/p>\n<h3>Il y a 300 ans d\u00e9j\u00e0<\/h3>\n<p>La question de la progression constante des connaissances et de leur segmentation en de multiples disciplines de plus en plus \u00e9tanches avait d\u00e9j\u00e0 pr\u00e9occup\u00e9 les grands penseurs de la Renaissance et les \u00ab\u00a0Lumi\u00e8res\u00a0\u00bb. C\u2019est Leibnitz, immense penseur, \u00ab\u00a0le philosophe des philosophes\u00a0\u00bb mais aussi g\u00e9nial math\u00e9maticien et grand innovateur qui est consid\u00e9r\u00e9 comme le dernier \u00ab\u00a0savant\u00a0\u00bb capable de comprendre tous les ouvrages scientifiques d\u2019une biblioth\u00e8que. Il en \u00e9tait lui-m\u00eame conscient, d\u2019autant que malgr\u00e9 son g\u00e9nie, il vivait de sa charge de biblioth\u00e9caire.<\/p>\n<p>La perspective d\u2019une connaissance qui serait d\u00e9sormais de plus en plus partielle, chaque homme, fut-il le plus intelligent, ne ma\u00eetrisant plus qu\u2019une partie de plus en plus restreinte de la connaissance, lui faisait craindre le pire, \u00e0 savoir des d\u00e9cisions erron\u00e9es car fond\u00e9es sur une connaissance partielle. Il a alert\u00e9 ses contemporains et cherch\u00e9 des solutions, demandant d\u2019abord aux scientifiques de la concision, allant m\u00eame jusqu\u2019\u00e0 proposer qu\u2019un auteur ne puisse pas \u00e9crire plus de deux livres (avec donc un droit \u00e0 l\u2019erreur), pour l\u2019obliger \u00e0 ne transmettre que sa contribution r\u00e9ellement originale, sous peine de n\u2019\u00eatre pas lu.<\/p>\n<p>Comprenant que l\u2019\u00e9volution vers plus de complexit\u00e9 \u00e9tait in\u00e9luctable, il a consacr\u00e9 ses recherches aux fa\u00e7ons d\u2019acc\u00e9der \u00e0 la complexit\u00e9 avec des outils simples. Dans le domaine des math\u00e9matiques il a r\u00e9ussi de fa\u00e7on magistrale, en cr\u00e9ant en 1679 le langage binaire, avec seulement deux signes, des 1 et des 0. Ce langage tr\u00e8s simple s\u2019est substitu\u00e9 \u00e0 toutes les num\u00e9rotations compliqu\u00e9es pr\u00e9c\u00e9dentes. Il permet les calculs les plus complexes et a ouvert la voie \u00e0 la r\u00e9volution digitale qui s\u2019est d\u00e9ploy\u00e9e trois si\u00e8cles plus tard avec l\u2019invention de la technologie permettant de le mettre en \u0153uvre, le transistor.<\/p>\n<p>Sans vouloir comparer directement nos deux auteurs \u00e0 Leibnitz, leur qu\u00eate -absolument n\u00e9cessaire- d\u2019outils simples d\u2019appr\u00e9hension de la complexit\u00e9, \u00a0de la diversit\u00e9, et du renouvellement des connaissances en font ses fils spirituels directs.<\/p>\n<h3>Un d\u00e9fi vital pour les entreprises actuelles<\/h3>\n<p>Dans les enqu\u00eates r\u00e9alis\u00e9es chaque ann\u00e9e sur les enjeux strat\u00e9giques \u00a0d\u2019innovation des entreprises leaders mondiales, celui de l\u2019acc\u00e8s aux connaissances et technologies nouvelles ne cesse de progresser. C\u2019est aujourd\u2019hui \u00a0un \u00a0frein majeur \u00e0 l\u2019innovation, ceci alors que paradoxalement tout semble disponible sur l\u2019Internet.<\/p>\n<p>La derni\u00e8re \u00e9dition de 2014 du Global Innovation Barometer, enqu\u00eate de r\u00e9f\u00e9rence mondiale, que publie chaque ann\u00e9e General Electric (plus de 3000 entretiens avec des responsables innovation dans 26 pays), pointe ce probl\u00e8me comme \u00e0 la fois vital et tr\u00e8s mal ma\u00eetris\u00e9 par les grandes entreprises.<\/p>\n<p>De fait, la mesure du progr\u00e8s des sciences technologies et connaissances montre l\u2019ampleur vertigineuse du probl\u00e8me. Au rythme de plus d\u2019un million de nouveaux chercheurs et ing\u00e9nieurs en R&amp;D\u00a0 par an, il faudra moins de 10 ans pour que leur nombre de passe de 10 \u00e0 20 millions\u00a0 \u00e0 horizon 2020. Quant au flux croissant des publications, qui passeront prochainement les 5 millions par an, et de brevets, qui ont d\u00e9j\u00e0 pass\u00e9 les 2 millions par an, ils ne sont pas pr\u00eats de s\u2019inverser.<\/p>\n<p>Comment dans cette masse, l\u2019entreprise peut-elle bien identifier les inputs de connaissances et technologies n\u00e9cessaires \u00e0 sa dynamique d\u2019innovation et se prot\u00e9ger de leur obsolescence rapide. Le probl\u00e8me est d\u2019autant plus compliqu\u00e9 qu\u2019il existe d\u2019importantes interf\u00e9rences entre les technologies et que les strat\u00e9gies d\u2019innovations \u00ab\u00a0horizontales\u00a0\u00bb ont consid\u00e9rablement \u00e9largit le champ concurrentiel.<\/p>\n<p>Ainsi, Michelin, qui a domin\u00e9 le monde de la cartographie routi\u00e8re pendant plus d\u2019un si\u00e8cle s\u2019est vu d\u00e9poss\u00e9der de son leadership par Google, qui venait pourtant d\u2019un tout autre monde et qu\u2019il a mis du temps \u00e0 identifier comme un vrai concurrent.<\/p>\n<p>De m\u00eame, d\u00e9but 2015 la SNCF a surpris son auditoire en pr\u00e9sentant ses objectifs strat\u00e9gique, et en citant le m\u00eame Google comme son principal concurrent, suivi de Blablacar, start-up du co-voiturage devenue rapidement leader europ\u00e9ens avec plus de 10 millions de membres et 2 millions de personnes transport\u00e9es par mois. Ensuite, la SNCF a pr\u00e9sent\u00e9 sa \u00ab\u00a0strat\u00e9gie digitale\u00a0\u00bb pour les ann\u00e9es \u00e0 venir, particuli\u00e8rement ambitieuse, dans un domaine se situant pourtant bien loin de ce qui \u00e9tait le c\u0153ur de ses comp\u00e9tences il y a encore 5 ans.<\/p>\n<p>M\u00eame dans leurs domaines d\u2019excellence, les Entreprises leaders ne se sentent plus \u00e0 l\u2019abri d\u2019\u00e9volutions technologiques tr\u00e8s rapides ou de substitutions de technologies qu\u2019elles ma\u00eetrisent bien par des technologies exog\u00e8nes qu\u2019elles ne ma\u00eetrisent pas et qui peuvent s\u2019av\u00e9rer plus efficaces. Et si le probl\u00e8me est d\u00e9j\u00e0 tr\u00e8s difficile \u00e0 maitriser par les grands groupes, que dire des entreprises moyennes\u00a0? et start-up.<\/p>\n<h3>Un ouvrage salutaire et visionnaire<\/h3>\n<p><a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\">Dans leur ouvrage<\/a>,\u00a0 Albert Meige et Jacques P.M. Schmitt nous montrent d\u2019abord l\u2019ampleur du probl\u00e8me en expliquant la fragmentation des connaissances, leur croissance exponentielle et leur vitesse de renouvellement. Ils justifient l\u2019\u00e9volution irr\u00e9versible vers l\u2019open innovation, li\u00e9e \u00e0 la synth\u00e8se n\u00e9cessaire entre cet \u00e9clatement des connaissances et la complexit\u00e9 croissante des produits.<\/p>\n<p>Ils questionnent ensuite la nature et le r\u00f4le des \u00ab\u00a0experts\u00a0\u00bb, interfaces indispensables, y compris et surtout dans un monde digitalis\u00e9, entre la multiplicit\u00e9 des connaissances brutes et non \u00e9valu\u00e9es et les entreprises qui veulent les identifier et les utiliser en connaissance de cause.<\/p>\n<p>Il inventorient \u00e9galement les outils et d\u00e9marches misent en place par les entreprises pour g\u00e9rer ce nouveau contexte dans lequel doivent se situer les nouvelles formes de gestion des connaissances, en analysant notamment<\/p>\n<ul>\n<li>l\u2019\u00e9mergence d\u2019une fonction de Chief Innovation Officer, qui ne remet en rien en cause celle de Chief Technology Officer,<\/li>\n<li>Le d\u00e9veloppement des Innovation labs<\/li>\n<li>La g\u00e9n\u00e9ralisation des approches \u00ab\u00a0user centric\u00a0\u00bb de l\u2019innovation et notamment le design thinking<\/li>\n<\/ul>\n<p>Enfin, la partie la plus importante et la plus cr\u00e9ative de l\u2019ouvrage porte sur une anticipation de ce que pourraient \u00eatre les outils d\u2019\u00a0\u00ab\u00a0innovation intelligence\u00a0\u00bb r\u00e9pondant aux attentes de ce nouveau monde.<\/p>\n<p>Y sont notamment \u00e9tudi\u00e9es de fa\u00e7on pragmatique et concr\u00e8te les relations entre comp\u00e9tences et experts\u00a0 internes et externes, entre services d\u2019informations pr\u00e9-format\u00e9es et ad-oc, entre exploration, investigation et exp\u00e9rimentation, entre utilisation de syst\u00e8mes automatiques et intervention humaines &#8230;<\/p>\n<p><a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\"><img decoding=\"async\" class=\"wp-image-2612 alignright\" src=\"\/wp-content\/uploads\/2015\/10\/innovation-intelligence-amazon.png\" alt=\"innovation-intelligence-amazon\" width=\"203\" height=\"169\" \/><\/a>Cette r\u00e9flexion a le double avantage de s\u2019appuyer \u00a0\u00e0 la fois &#8211; sur l\u2019exp\u00e9rience unique de Presans, qui a jou\u00e9 un r\u00f4le important dans l\u2019\u00e9mergence du crowdsourcing de comp\u00e9tences, et \u00a0&#8211; sur des interviews de responsables d\u2019innovation de grandes entreprises et \u00a0start-ups, qui garantissent l\u2019insertion des solutions propos\u00e9es dans les pr\u00e9occupations et le v\u00e9cu des entreprises d\u2019aujourd\u2019hui.\u00a0 Le zoom sur Parott, start-up phare du secteur \u00e9mergeant des drones montre combien la nouvelle g\u00e9n\u00e9ration d\u2019entrepreneurs est parfaitement \u00e0 l\u2019aise avec l\u2019outsourcing de comp\u00e9tences au service de sa vision.<\/p>\n<p>L\u2019ambition de ce livre est de d\u00e9boucher sur des outils d\u2019\u00ab\u00a0innovation intelligence\u00a0\u00bb, au service de la cr\u00e9ation de valeur des entreprises par l\u2019innovation encore plus rapide et pertinente, en leur donnant acc\u00e8s en temps r\u00e9el au dernier \u00e9tat des sciences et technologies.<\/p>\n<p>Merci donc \u00e0 Albert Meige et Jacques P.M. Schmitt pour ce travail salutaire dans lequel il ne fait nul doute qu\u2019aussi bien les Directions de Recherche &amp; D\u00e9veloppement, les Directions Techniques et les Directions de l\u2019Innovation des entreprises trouveront l\u00e0 mati\u00e8re \u00e0 relever le grand d\u00e9fi de tirer le meilleur parti de ce gigantesque flux de connaissances<\/p>\n<p>&nbsp;<\/p>\n<p><em>Marc Giget<\/em><\/p>\n<p><em>Pr\u00e9sident de l\u2019European Institute for Creative Strategies &amp; Innovation\u00a0et du Club de Paris des Directeurs de l\u2019Innovation<\/em><\/p>\n<p><em>Membre de l\u2019Acad\u00e9mie des Technologies<\/em><\/p>\n<p>&nbsp;<\/p>\n<p>Cet article a \u00e9t\u00e9 publi\u00e9 initialement comme pr\u00e9face du livre <a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\">Innovation Intelligence<\/a> (2015).<\/p>\n<p>[\/et_pb_text][et_pb_post_nav _builder_version=\u00a0\u00bb3.14&Prime; prev_text=\u00a0\u00bbPrevious article\u00a0\u00bb next_text=\u00a0\u00bbNext article\u00a0\u00bb in_same_term=\u00a0\u00bbon\u00a0\u00bb background_color=\u00a0\u00bb#3d59a1&Prime; title_font=\u00a0\u00bb|800|||||||\u00a0\u00bb title_text_color=\u00a0\u00bb#ffffff\u00a0\u00bb title_font_size=\u00a0\u00bb15px\u00a0\u00bb custom_padding=\u00a0\u00bb10px|10px|10px|10px\u00a0\u00bb border_radii=\u00a0\u00bbon|5px|5px|5px|5px\u00a0\u00bb border_width_all=\u00a0\u00bb1px\u00a0\u00bb border_color_all=\u00a0\u00bb#3d59a1&Prime; saved_tabs=\u00a0\u00bball\u00a0\u00bb custom_margin=\u00a0\u00bb30px|||\u00a0\u00bb global_module=\u00a0\u00bb8506&Prime; \/][\/et_pb_column][\/et_pb_row][\/et_pb_section]<\/p>","protected":false},"excerpt":{"rendered":"<p><div class=\"et_pb_row et_pb_row_0 et_pb_row_empty\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div><div class=\"et_pb_module et_pb_text et_pb_text_0  et_pb_text_align_left et_pb_bg_layout_light\">\n\t\t\t\t\n\t\t\t\t\n\t\t\t\t\n\t\t\t<\/div> Int\u00e9grer le meilleur \u00e9tat des connaissances du monde Innover, c\u2019est int\u00e9grer le meilleur \u00e9tat des connaissances dans des produits et services cr\u00e9atifs avec pour objectif d\u2019am\u00e9liorer la vie de la soci\u00e9t\u00e9 et des individus. Ces trois composantes\u00a0: les connaissances, la cr\u00e9ation et l\u2019am\u00e9lioration de la vie constituent les \u00e9l\u00e9ments fondamentaux de toutes les d\u00e9marches [&hellip;]<\/p>\n","protected":false},"author":177,"featured_media":3369,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"on","_et_pb_old_content":"<h3>Integrate the best state of knowledge in the world<\/h3><p>To innovate is to integrate the best state of knowledge into creative products and services with the aim of improving life in society and for individuals.<\/p><p>These three components: the knowledge, the creation and the improvement of life constitute the fundamental elements of all innovation procedures. They are, depending on the players and the periods, favored as the initiating factor. \u00a0Albert Meige and Jacques P.M. Schmitt let us run through these different approaches and sensibilities in respect of innovation procedures:<\/p><ul><li>technical push and innovations originating from knowledge as the prime factor,<\/li><li>valorization of the vision of the creator, designer, entrepreneur,<\/li><li>human- centric innovations originating from expectations, dreams and wishes of individuals.<\/li><\/ul><p>From these different approaches, we resolutely share that of Steve Jobs:<\/p><blockquote><p>You've got to start with the customer experience and work back toward the technology - not the other way around. You can\u2019t start with the technology and try to figure out where.<\/p><\/blockquote><p>If this vision places the individual and not the technologies at the center of innovation, it is much more demanding in terms of knowledge than the simple search for applications of a technology or a concept. It demands that the innovative company seeks the most relevant knowledge and technologies, whatever they are and wherever they come from because the company combines them in the best way possible in order to improve real life.<\/p><p>This universal vision of sciences, technologies and knowledge as the raw materials of\u00a0 \u00a0user friendly\u00a0innovations is at the heart of the success of Apple, the leading company in the world in terms of value, whilst their expenditure on R&D is extremely low compared to other electronics companies \u2013 less than 4% of turnover over the last ten years compared to 10-20% for their competitors.<\/p><p>An iPhone is an extremely simple and easy-to-use product for the consumer and at the same time internally extremely complex with this complexity resulting from combining\u00a0 the best technologies coming from all over the world:\u00a0 \u00a0from Germany, Korea, Japan, China, the United States and dozens of other countries. In a way it\u2019s a kind of \u201cbest of\u201d of the skills in the world of mobile technologies. \u00a0In fact, Apple doesn\u2019t score above thirtieth place in respect of mobile phone patent holders, which is 20 times less than its main competitor, Samsung.<\/p><p>Another fundamental point is that Apple renews its products rapidly, with clockwork regularity: iPhone 3, 3s, 4, 4s, 5, 5s... which means refreshing all the constituent technologies at a yearly, if not a half-yearly rate!<\/p><p>This goes to show just how much the world has changed compared to thirty years ago when large companies ruled, closed to \u00ab\u00a0not invented here\u00a0\u00bb, and who designed most of the technologies involved in their products whose development took several if not dozens of years.<\/p><p>It goes without saying that this open and rapid approach to the design of new hyper-complex products has shaken up the world of innovation.<\/p><p>It is into the heart of this revolution that Albert Meige and Lacques P.M. Schmitt lead us, with their great advantage of having lived close to leading companies and that they were precursors in the research and design of tools for open innovation.<\/p><h3>Already 300 years ago<\/h3><p>The question of continual progression in knowledge and their segmentation into multiple and ever more compartmentalized disciplines had already preoccupied the great thinkers of the Renaissance and the \u201cphilosophes\u201d during the Age of Enlightenment. \u00a0It is Leibnitz, a great thinker and polymathic genius, \u201cthe philosophers\u2019 philosopher\u201d but also a mathematical genius and great innovator who is considered as the last \u201cscientist\u201d capable of understanding all the scientific works in a library. He was well aware that in spite of his genius, he was living off his job as a librarian.<\/p><p>The perspective of knowledge that would from now on become ever more partial, each man, even the most intelligent, in only mastering an increasingly limited part of knowledge, made him think the worst, that is to say erroneous decisions being made based on partial knowledge. He warned his contemporaries and looked for solutions, firstly asking for conciseness from scientists and going so far as to suggest that an author be limited to writing no more than two books (with therefore the right to make a mistake), and to oblige him to send only his real and original contribution, under penalty of not being read.<\/p><p>Understanding that the evolution towards more complexity was unavoidable, he devoted his research into ways of dealing with complexity using simple tools. In the field of mathematics, he achieved this in masterly fashion by creating in 1679 the binary numeral system with only two symbols, 1 and 0.\u00a0 This very simple language replaced all previous complicated numbering. \u00a0It allowed for the most complex of calculations\u00a0 and paved the way to the digital revolution which was to be adopted three centuries later with the invention of the technology required to exploit it: the transistor.<\/p><p>Without wishing to directly compare our two authors to Leibnitz, their quest \u2013 absolutely necessary \u2013 for simple tools for understanding the complexity, the diversity and the renewal of knowledge,\u00a0 \u00a0have made them his direct spiritual heirs.<\/p><h3>A vital challenge for companies today<\/h3><p>In surveys carried out each year into the strategic stakes in innovation by the world-leading companies, the subject of access to new knowledge and technologies never ceases to progress. Today, it is a major brake on innovation and this whilst paradoxically everything seems available on the internet.<\/p><p>The last 2014 edition of the Global Innovation Barometer, the survey of reference worldwide, which General Electric \u00a0publishes each year (over 3000 interviews with innovation managers in 26 countries), identifies this problem as both vital and very badly mastered by the major companies.<\/p><p>In fact, the measure of progress in technology sciences and knowledge shows the breathtaking scale of the problem.\u00a0 At the rate of more than a million new researchers and engineers in R&D per year, it will take less than 10 years for their numbers to grow from 10 to 20 million by 2020.\u00a0 As for the increasing flow of publications, which will soon reach\u00a0 5 million per year and patents which have already exceeded 2 million per year, these trends are not ready to be reversed.<\/p><p>How, amid this mass of information, can the company correctly identify those inputs of knowledge and technologies necessary for its innovation dynamics and protect itself from their rapid obsolescence.\u00a0 The problem is even more complicated due to the existence of major interactions between different technologies and the fact that \u201chorizontal\u201d innovation strategies have considerably enlarged the competitive landscape.<\/p><p>Thus Michelin, which dominated the world of road maps for more than a century, took a long time to identify Google as a real competitor and though coming from a totally different world, overthrew their leadership.<\/p><p>In the same way, at the start of 2015 the SNCF (French National Railway Company) surprised its audience when presenting its strategic goals, and in citing Google as its main competitor, followed by Blablacar, a start-up in carpooling and rapidly becoming the leader in Europe with more than 10 million members and \u00a02 million people using this transport every month.\u00a0 Then the SNCF presented its \u201cdigital strategy\u201d for the years to come - particularly ambitious since being in a sector very far removed from its core skills only 5 years ago.<\/p><p>Even in their sectors of excellence, leading companies no longer feel safe against the very rapid technological evolution or from technologies which they master and which are replaced by exogenous technologies which they cannot control and\nwhich may prove more efficient. \u00a0And if the problem is already very difficult to deal with by the large groups, what can we say about medium-sized companies and start-ups?<\/p><h3>A salutary and visionary work<\/h3><p><a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\">In their book<\/a>, Albert Meige and Jacques P.M. Schmitt firstly show us the magnitude of the problem by explaining the fragmentation of knowledge, its exponential growth and the speed of renewal. They justify the irreversible evolution towards open innovation, tied to the necessary synthesis between this splintering of knowledge and the growing complexity of products.<\/p><p>They then question the nature and the role of \u201cexperts\u201d, who are vital \u00a0interfaces \u2013 even, and above all, \u00a0in a digitalized world - between the vast amount \u00a0of raw and un-assessed knowledge and the companies which want to identify and use it notwithstanding.<\/p><p>They also list the tools and approaches set up by companies to deal with this new context in which new forms of knowledge management are to be found, by analyzing notably:<\/p><ul><li>The emergence of the function of\u00a0 Chief Innovation Officer, which in no way calls into question that of the Chief Technology Officer,<\/li><li>The development of Innovation labs<\/li><li>The generalization of \u201cuser-centric\u201d approaches in innovation and notably\u00a0 design thinking<\/li><\/ul><p>Finally, the most important and creative part of the work addresses thinking ahead\u00a0 about what could be the tools for \u00ab\u00a0innovation intelligence\u00a0\u00bb meeting the expectations of this new world.<\/p><p>Here are studied, notably the relationships between skills and internal and external experts, between pre-formatted and ad-hoc information services, between exploration, investigation and experimentation, between the use of automatic systems and human intervention\u2026\u2026..<\/p><p><a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\"><img class=\"wp-image-2612 alignright\" src=\"http:\/\/open-organization.com\/wp-content\/uploads\/2015\/10\/innovation-intelligence-amazon.png\" alt=\"innovation-intelligence-amazon\" width=\"203\" height=\"169\" \/><\/a>This reflection has the double advantage of being supported both by the unique experience of Presans, which has played a major role in the emergence of the crowd-sourcing of skills, and by the interviews with innovation managers in major companies and start-ups, which guarantees the inclusion of proposed solutions into the preoccupations and real-life experiences of companies today. The focus on Parrot, the champion start-up in the emerging sector of drones, shows how the new generation of entrepreneurs is perfectly comfortable with the outsourcing of skills supporting its vision.<\/p><p>The ambition of this book is to lead to innovation intelligence tools, working for value creation for companies through even faster and more relevant innovation, by giving them real-time access to the latest state of sciences and technologies.<\/p><p>I therefore thank Albert Meige and Jacques P.M. Schmitt for this salutary work in which there is no doubt that Research & Development Managers, Technical Managers and Innovation Managers in companies will all find the material to meet the challenge of making the best use of this enormous flow of knowledge.<\/p><p>\u00a0<\/p><p>Marc Giget<\/p><p><em>President of the European Institute for Creative Strategies & Innovation\u00a0and the Club de Paris des Directeurs de l\u2019Innovation<\/em><\/p><p><em>Member of the French Academy of Technologies.<\/em><\/p><p>\u00a0<\/p><p><em>This article was originally published in <a href=\"https:\/\/www.amazon.fr\/Innovation-Intelligence-Commoditization-Digitalization-Acceleration\/dp\/1326125826\">Innovation Intelligence<\/a> (2015), as the Preface.<\/em><\/p>","_et_gb_content_width":"","_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[4],"tags":[67,794,870,921,1021,1059,1348,1570],"_links":{"self":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/3366"}],"collection":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/users\/177"}],"replies":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/comments?post=3366"}],"version-history":[{"count":0,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/posts\/3366\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media\/3369"}],"wp:attachment":[{"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/media?parent=3366"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/categories?post=3366"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/open-organization.com\/fr\/wp-json\/wp\/v2\/tags?post=3366"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}