When startups disrupt the space industry: Interview with Ane Aanesland, co-founder and CEO of ThrustMe

Recent years have seen a variety of new players enter the space industry. One domain ripe for disruption is the satellite propulsion market, with technological breakthroughs championed by startups such as ThrustMe. At Presans, we take a professional interest in disruption in all shapes and forms, so we took the opportunity to sit down and have a chat with ThrustMe co-founder and CEO Ane Aanesland. What’s your take on the ongoing space revolution? I think we’re at the start of a significant wave of disruption in the satellite industry. The miniaturization of satellites has opened up and democratized the access to space related activities that before were only accessible to large corporations and government agencies. Small satellites only 1 to

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How the world of industry confronts the hurricane of digital transformation

When Apple launched the iTunes Music Store in 2003, it unknowingly created a textbook case of digital disruption. Initially designed to facilitate legal downloads in order to increase the demand for iPods, the platform has revolutionized the music industry by becoming an inescapable medium, capable of imposing the demands of its clients on its suppliers (purchase by song instead of by album, removal of DRM …). At that time, five major companies dominated the music market. Now there are only three of them. Since then, this exemplary scenario has repeated itself in almost identical fashion in countless sectors: through the use of digitalization and by adopting a fresh perspective on a given industry, new entrants have inserted themselves into value chains, captured client relations,

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We had to impose ourselves on IT: Interview with Frédéric Sutter, Digital Transformation Program Director, Airbus Group

Frédéric Sutter has been the Digital Transformation Program Director of Airbus Group for about a year. Frédéric and I have crossed our paths several times in the past, most notably among which the CTO Senior Staff Meeting I had been invited to attend. But we hadn’t had the opportunity to much talk together. Today we are both in Suresnes at Airbus Group and Frédéric took the opportunity to explain to me what his job consists in, and what digital transformation means at Airbus. What follows is a short report of our conversation. The digital transformation of Airbus contains three components: Optimization: optimizing existing activities through industrial and work processes. Supply: coming up with new products, services and business models. Culture:

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HEC-Roundtable: Managers from GE, Safran, IBM, Total, Airbus Discuss Digitalization

On April 11, 2016, the HEC Advanced Technology Group organized a roundtable on the topic of the digitalization of capital-intensive industries. 120 people attended this sold-out event, which took place in the now well-known halls of Remix Coworking, rue des Petites Écuries. Albert Meige, CEO of industrial open innovation company Presans, handled host duties. The invited panelists were: Ghislaine Doukhan, Executive Vice-President Safran Analytics Jean-Philippe Desbiolles, Vice-President IBM Cognitive Solutions Denis Gardin, SVP New Technologies Ventures at Airbus Yves Le Stunff, Chief Digital Officer at Total Exploration & Production Robert Plana, Senior Engineer Emerging Technologies at General Electrics It’s no secret a big digital push is currently underway from all the major industrial players. How big? How disruptive? Are we sure

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Industrial Digital Transformation: Interview with Robert Plana, General Electrics

Can you tell us about you and your career, which spans the worlds of research and industry? Collaboration with industry has been central to all of my work as an applied researcher. I have found this to be interesting on a personal level. In all the institutions I have worked for, I always sought to favor innovation and to make the relations between researchers and industry more fluid. After a stint at the Ministry of research, where I was involved in developing a strategy for future technologies, I got hired by Alstom to manage their open innovation program. I had in fact been doing open innovation long before the name was coined, by virtue of the collaborative projects and shared

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The Uberization of “Heavy” Industry: Some Thoughts on the Oil & Gas Case

A couple of weeks ago, I got invited by the Director of Intellectual Property (IP) of a large international corporation in the energy sector to give a conference on innovation and digitalization. While I am fairly well-versed in both topics, this invitation confronts me with two challenges: (1) Connecting these themes to the intellectual property function, on which I hardly know anything. (2) Drawing the implications of stories we are all starting to become familiar with, such as Netflix, Airbnb, Tesla and Uber, as they apply to B2B industrial players, in a sector characterized by immense capital investments. In the following, “heavy industry” refers to this sector. Is the uberization of heavy industry conceivable? That is the question that I shall examine. I

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Innovation Intelligence: Commoditization. Digitalization. Acceleration. Major Pressure on Innovation Drivers.

In our book Innovation Intelligence, we give an overview of recent, disruptive trends that induce changes in the way large corporations deal with open innovation. The book was written after approximately 40 interviews with the Chief Technology Officers and Chief Innovation Officers of large international companies such as Airbus Group, Danone, TOTAL, and Faurecia, among others. We are very pleased to have two prestigious preface authors: Marc Giget, President, European Institute for Creative Strategies and Innovation Jean-François Minster, Senior Vice President Scientific Development, Total The book is 318 page long and is composed of 7 chapters (in addition of the introduction and of the conclusion): Chapter 1: The Internet of Skills & Knowledge Chapter 2: The Parrot AR.Drone Case Chapter 3:

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