Business Performance Awards: GE, SEB… and Jeremy Rifkin

Somehow I landed in the prestigious and quite vast Théâtre de Chaillot to cover the first ever Business Performance Awards, organized by consulting company Ayming (thank you Albertino 🙂 ). The theme of the evening is: performance. A jury examined all kinds of projects implemented in companies located in France, and selected the most deserving ones. The dance troupe of the theatre house puts on wonderful show. This conveys the idea that performance is more than just economic performance, a point on which President of Ayming Hervé Amar insists. Patrick Poivre d’Arvor is also hosting the ceremony, which adds an additional touch of class to the proceedings. Two of the award winners draw our particular attention. First GE Predix, represented by Vincent

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The Innovator’s Mindset: Being Number Two — An Interview with Miguel Aubouy

There’s something different about innovators that sets them apart in their outlook. They might be doing everything right, and they might even be reaping rich rewards from doing so. Yet they stay away from becoming fat and comfortable. They opt for a more “stay lean and hungry” approach to business. Seeing this trait embodied in SEB is what recently helped us put a finger on it. As we wrote in a previous post: Seb definitely has an inferiority complex. And that’s a good thing. Be number two. We also said we’d go deeper on this topic, so we did what we always do: we got an expert to weigh in on the matter. As it turns out, it’s the sort

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Albert Meige @ SEB Innovation Forum – Video & Q&A

The SEB Innovation Forum is a biennial two day company event gathering 250 people from all kinds of functions and places. Prototypes, secret projects, and conferences. Albert Meige was invited to deliver a speech on “open innovation in a digital world”. He got a standing ovation but may or may not have used a trick for that. Here are some bits from his Q&A: Q1 What is the role of Intellectual Property in innovation and where is this role heading? A1 Historically IP had a downstream role: building protective walls around a product. The current trend in leading companies is upstream involvement. The old approach is all about decreasing risk. The upstream approach incentivizes the success of the project. You

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SEBLab: Quick & Dirty Innovation

The date is September 21, 2015. I am once again in Lyon to work with a client on a cutting edge technology project. I use this as an opportunity to drop by our friends at Groupe Seb and pay the SEBLab my first visit. Three components leave an impression on me: the team, the organization, as well as the in-house methodology. What follows is my recap of this trip.   A 15 minute Uber drive from the Lyon Part-Dieu train station gets me to the location at 11 AM, not far from the new Seb headquarters. Manager Jean-Louis Compeau welcomes me to the SEBLab. I’ve known him for a couple of years now as he was the man behind our

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Panel Discussion on Innovation Intelligence @ Mardis de l’Innovation

Marc Giget strikes again. The innovation thinker who pens forewords is also the focal point around which the French innovation community gathers. Over 200 people attended this week’s edition of his seminar. Topic of the session : Open Innovation — perspectives after ten years of practice in a digital world. Presans coordinated the session. This isn’t Albert Meige’s first gig here. This time he came to present the main trends from the book he just finished co-writing with Jacques Schmitt. His talk was interspersed with subliminal encouragements to acquire it. The vision of the future he described is shaped by the twin waves of digitalization and commoditization. This rapidly approaching scenario would also see players of various sizes converge towards similar strategies. On the level of intermediaries and service providers, time hasn’t decisively answered the question

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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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Innovation and competitive watch: the role of investment funds – Part 2 : Alstom

Alstom How to detect innovative technologies Operating both within the fields of power (Alstom Power and Alstom Grid) and transportation (Alstom Transport), the core business of the Alstom Group is subject to an innovation imperative: both into adjacent territories, and into disruptive technologies, markets and business models. Smart grids are an illustration of this imperative, as they produce power that is both delocalized and adjusted to the fluctuations of capacities and needs. Since 2007, the « I Nove You » program has reinforced the focus on innovating projects, leading to a permanent competitive watch on innovations falling the business domains of the Group. How does Alstom detect high potential start-ups, how does it then support their development, and finally, how

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Innovation and competitive watch: the role of investment funds – Part 1: SEB

For any organization, the strategic decision to innovate in a domain is accompanied by the choice of an innovation management model, typically characterized by its degree and form of openness to other actors participating in the domain. The challenge of innovation increasingly requires resources to be shared in order to explore a common domain, whether it be technological applications, social usage patterns or markets. This reality is all the more unavoidable when innovation aims to introduce a break in technology or in the market. Breakthroughs being hard to create within mature organizations, their effective implementation tends to be supported by various kinds of strategic openness. For numerous industrial groups, the choice of an innovation management model takes two main solutions

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