Think really big: Elon Musk

Up to the early 1970s, our vision of the future was optimistic. Mankind, divided into two rival neo-European empires, was on track to build the titanic extension into space of its terrestrial habitat. This configuration proved unstable in the sense defined by David Cosandey in his brilliant book on the rise of the West. The fact that there was not enough room on Earth to wage wars with intercontinental missiles took the intensity level of the rivalry several notches down. Then, one of the rivals proved unable to match the other empire’s feat of landing a manned spacecraft on the moon. The contest was over: going on had become pointless. The techno-scientific momentum carrying the agenda of space conquest subsequently dwindled. Other political priorities diverted resources away from the shrinking space agencies.

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Disrupting the world of politics: Interview with Arthur Muller, cofounder @ Liegey Muller Pons

Tell us about yourself and what you do. I’m one of the three cofounders of Liegey Muller Pons (LMP), which sounds like we came straight out of the 19th Century, but really is a startup that wants to change the way communications and opinion analysis are done in the field of politics. Our idea is that the best results in this domain are obtained by combining, on the one hand, a technology and big data focused method with, on the other hand, an approach based on human, face-to-face interactions with the people that need to be reached. Both need to be used together. We do this in the field of politics, where we gained a measure of recognition, but also in the corporate world. The

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Three meanings of the word ‘disruption’

The word “disruption” gets thrown around a whole lot these days, including on this blog. A good word-throw requires a good grip on the meanings of a word, a bit like in wrestling. In the case of “disruption”, three plausible meanings emerge from the semantic chaos: Disruption as the innovator’s dilemma (Clayton Christensen) Disruption as digital scorched earth strategy (Bruce Sterling) Disruption as a misguiding buzzword (Peter Thiel) 1. The innovator’s dilemma Christensen wrote a series of books based on the idea that what explains the sudden death of healthy companies is the difficulty for established companies to switch to new product technologies. Customer-orientation is useless when the problem is to avoid being blindsided by technologies that at first don’t seem to pose

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Breakthrough Factory Interview: Albert Meige & Eric Kirstetter

The Breakthrough Factory is a new approach to systematically and efficiently create breakthrough innovations based on technology. Arthur D Little and Presans are partners in this brand new offering. Breakthrough Factory mastermind Eric Kirstetter, Partner at the ADL Paris office, and Albert Meige, Founder and CEO of Presans, give us their thoughts on the motivations behind this industrial open innovation game-changer. What has changed in the way industrial companies innovate today? Why are they putting their focus on breakthrough innovation? Eric Kirstetter: Products that add value in a way that gives you the option of either gaining market share, or of raising your price, are what breakthrough innovation is all about. What counts is the value as it is perceived

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