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Category: Strategy
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Why do startups die?
Failure #1: “I had the Next Big Thing”
An idea has no value as such.Failure #2: “we were considered the leader”
Never overestimate the competition.Failure #3: “We thought, ‘We’ll attack this problem a few years before Microsoft and Oracle notice it and recognize it as a problem.’”
Never underestimate big companies resources.Failure #4: “We would’ve spent another three months head down developing it, without a business model or any way to keep paying the rent…”
Developing without any conversion idea is worthless. No money, no future.Failure #5: “The business decision to focus on technology and avoid building a consumer application had a significant impact [on the eventual failure].”
Technology has no bank account.Failure #6: “My billion dollar idea was described as “tired” and “annoying’”
Long lasting fun is the best way to sell.Failure #7: “Issues with money, traction, team, and vision”
Failure #9: They gave away a service for free, and ran out of cash to pay the bills
Seriously? -
Why do startups die?
Failure #1: “I had the Next Big Thing”
An idea has no value as such.Failure #2: “we were considered the leader”
Never overestimate the competition.Failure #3: “We thought, ‘We’ll attack this problem a few years before Microsoft and Oracle notice it and recognize it as a problem.’”
Never underestimate big companies resources.Failure #4: “We would’ve spent another three months head down developing it, without a business model or any way to keep paying the rent…”
Developing without any conversion idea is worthless. No money, no future.Failure #5: “The business decision to focus on technology and avoid building a consumer application had a significant impact [on the eventual failure].”
Technology has no bank account.Failure #6: “My billion dollar idea was described as “tired” and “annoying’”
Long lasting fun is the best way to sell.Failure #7: “Issues with money, traction, team, and vision”
Failure #9: They gave away a service for free, and ran out of cash to pay the bills
Seriously? -
Podcast sur l’intelligence stratégique
Suite aux Assises de l’Intelligence Stratégique, Philippe Back a souhaité interviewer Marina Aubert dans un podcast qu’il nous livre sur son site web.
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Demain, dans ton magasin
Selon Roel van der Landen de HighCo, le shopping de demain, ce sera:
Plus d’auto-achat. Le self-scanning est un des exemples. Le client aime le contrôle. Celui des prix notamment.
Plus de facilité d’utilisation des produits. Aux marques de pousser l’innovation dans ce domaine.
Plus de rapidité. Avec des applications mobiles notamment. Demain, les clients feront de plus en plus appel aux enseignes pour remplir leur caddie. Le système des droppoints est en pleine progression et est appelé à se développer.
Plus de connaissance du client. Qui passe sans doute par encore plus de sophistication dans le traitement des cartes de fidélité et des tickets de caisse.
Plus de personnalisation dans la communication et dans les offres. L’e-couponing sert à ça.
Plus d’informations pour le client avec la généralisation du QR code.
“En théorie, un supermarché sans aucune marque n’est pas impossible. Tesco aux Pays-Bas est déjà bien avancé dans ce sens.
Source: www.pub.be
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“Engineering Management Is Dying”
“There are elements of this philosophy at work at Google, where it’s not unusual to see 200-person projects headed by an Engineer.
Drucker saw it coming. In the ’80s, he predicted the rise of the “information-based-organization”. He saw information as enabling an extremely flat structure, which like an orchestra, consisted of technical experts who perhaps dreamt of moving from second bassoon to first bassoon, or from a good orchestra to a better one, but had no interest in pursuing a career in conducting, a.k.a. management. (…)
I’m also working on two other things that Drucker might recommend. He wrote:
Information is data endowed with relevance and purpose. Converting data into information requires knowledge. And knowledge, by definition, is specialized. The information-based organization requires far more specialists….
I’m becoming a specialist in two aspects of the software process that hackers ignore. The first is applying data, metrics and analytics to process improvement, and the second is structuring the work to enable people to have a better work-life, which I call positive software engineering.”
Source: http://deathrayresearch.tumblr.com/post/26759934886/engineering-management-is-dying
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“Le tagging social, moteur d’une information pérenne”
“Le tagging permet à l’utilisateur de naviguer au moyen de facettes(famille de tags) et offre donc un filtre puissant lors d’une recherche, combinée ou non à une requête en texte intégral. (…)
On peut distinguer plusieurs fonctions aux tags:
- les tags descripteurs d’une information, sortes de dossiers dynamiques offrant plusieurs points d’entrée vers l’information,
- les tags comme étapes d’un processus interne, telle qu’une validation par l’un ou l’autre collaborateur avant sa diffusion (et à défaut son archivage),
- les tags déclencheurs d’une diffusion, à la volée, notamment auprès des Communautés, ces portails de diffusion de contenus générés en amont, et adressés à des collaborateurs, partenaires ou clients,
- les tags comme raccourcis vers des sources régulièrement consultées, éventuellement exploités comme favoris dans le navigateur.
”
Source: http://blog.knowledgeplaza.net/index.php/2012/06/le-tagging-social-moteur-d-une-information-perenne/