Dans son livre « L’innovation ordinaire », le sociologue Norbert Alter aborde l’innovation à la manière de Schumpeter avec son idée de « destruction créatrice » ; il écrivait ainsi :

Ce qui caractérise l’activité professionnelle est dorénavant bien plus la capacité à trouver des solutions novatrices à une multitude de problèmes qu’à appliquer des règles, textes ou modes opératoires, qui ne pas traitent pas ces problèmes. (….) Si les règles sont inefficaces, elles sont légitimement transgressées par des pratiques innovantes ; mais ce sont ces mêmes règles qui sanctionnent l’activité des innovateurs. Innover représente ainsi toujours une prise de risque, une forme de déviance au quotidien.

Est-ce à dire que pour innover il faut désobéir ou dit, d’une autre manière, que le contrôle tue l’innovation ?

Source : http://www.managementagora.com

Entreprise, Methode Innovateur, organisation

Very interesting and realistic, but frightening…

My next book, The Shallows: What the Internet Is Doing to Our Brains, argues that the tools we use to think with – our « intellectual technologies » – not only shape our habits of thought but exert an actual physical influence on the neurons and synapses in our brains. I look at the Internet, an extraordinarily powerful intellectual technology, in this context, examining what the scientific and historical evidence tells about the effects it is having on our thoughts, memories, and even emotions - and how different the effects are from those exerted by earlier intellectual technologies such as the printed…

Source : http://www.roughtype.com/archives/2010/01/the_shallows_ta.php

Internet Internet, Lecture, Numérique

The iPad, or how to unlock your Internet data from the mobile operator

Apple (not an operator) sells the device, the device is activated through iTunes. For the iPhone, Apple had added a revenue sharing proposition with the operator, and hence operator exclusivity was also part of the initial positioning. The first jailbreak (unlocking the iPhone) made this last part (with all its attached revenues!) fade away. What has Apple learned? That there’s no point in exclusivity deals any longer. So the new iPad will be unlocked. Yes, there is a deal with AT&T, but its just a deal about a new data plan, not an exclusivity deal. The user decides what operator gets access to its iPad. No contract, pre-paid data. The user is locked into the iPad, but unlocked from the operator. This equals to an invitation to real competition on price to the operators. The AT&T deals of $14.99 for 250MB of data is a price killer. $29.99 for unlimited data. This has set a new limit to the value of data transport. This is great for the users, but must be terrible for the operators.

It is also good news for the content distributors and owners, since with cheap(er) access to data, we will for sure consume more content! It will still imply that content distributors will have to find good ways to monetize content, but with this new proposition, Apple directly attacks the access hurdle. As they said on the iPad presentation event, they have 75 million iPhone users. What they did not say is that they are all paying hefty data plans. (all paying hefty data plans). How many users may they have if the mobile Internet becomes cheap?

So, while the discussions about the virtues or non-virtues of the device are nice, they may be missing the crucial point.

Source : http://IESE Technology Blog

Entreprise, Internet Apple, Ipad, iPhone, Mobile, Smartphone

Tom Davenport qui s’ccupe de la chaire IT à Babson, nous livre une analyse étonnante sur le retour de la réflexion analytique, à travers des nouveaux produits vendus chez les consultants.

There is little doubt, for example, that the topic of analytics — the systematic analysis of data for decision-making — has taken off. And I don’t just say this because I’ve co-authored (with Jeanne Harris and Bob Morison) a new book on the topic: Analytics at Work: Smarter Decisions, Better Results) There is plenty of other evidence.

Global IT and services firms are making big investments in analytics. For example, SAS and Accenture announced an enhanced effort to support customers with analytics last week, building on the creation of a new Accenture Analytics group. IBM announced a big new Business Analytics and Optimization services organization last April and acquired SPSS, a long-time analytics software provider, in July. Meanwhile, Oracle claims that it’s « #1 in business analytics, » which seems a dubious claim. But it’s clear that the vendors think there is big dough to be made in analytics, and they’re gearing up to make it.

Comme toujours, s’il y a un marché, c’est qu’il y a un problème à résoudre dans les grands groupes. Le retour du bon sens et de la réflexion, alors ?

Methode Idée, Réflexion