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The customer is still king. And even more. Complicated, inflexible, more informed than ever and genuine expert, he asks for more ongoing accuracy, kind of non stop learning. Ubiquity and always on stimulations has now, no limits. Traditional process for decision-making, from information to buying act never stops. Running for “always more”, faked in beliefs for “better”, endlessly with “never enough”.
We can closely say that there’s no goal anymore, no search for consumption but a path to trips, experiences and collection. Filling desires could be infinite through collection welfare, replacing uses, erasing the object, service and message.

The consumption flow

Consumption goes with life and maturity. From observer, fed by parents but more and more stimulated, and so earlier too. Big machine prepares our brains and our emotions. Desires are not natural anymore, but tricky and made of artificial and disguised lies to get stay aware. Marketing magic machine is here, to raise the envy, desire and stimuli, through real campaigns, enforcing our race for consumption. Build an artificial demand with unreasonable growth through a running consumption, blinded and fooling us. In the middle, the customer under the influence, actor of a movie he can’t handle, exploited by a dark architect: the brand.

collectorcustomergb

From life cycle to live cycle…

We already heard about customer life cycle, drawing the raising level of customer, considering the value, for a brand. From profiled, to suspect to prospect and so long to old customer or real ambassador. A kind of clue track, between experiences, meetings and seduction phases. That life cycle describes the way a customer is valued for a brand, in economic terms, and so is precious to stick some resources and investments, balancing the global goals. This drives to a handsome ROI, at each phase of growth. But beyond economics, there’s another description on how customer grows with the brand: intensity. Intensity of desire, describing the physics of attention, awareness and needs, confronting the stimulation mecanism.

Modern profiling and data crunching identify potential customers even before they know themselves reveal their desire and match with the brand. Through affinity behaviors and algorithm buildind a « match » with a success rate. And that desire is often transformed in buying action. But, isn’t it the role of Marketing to build a story and trigger a need we don’t really have? The collector customer himself isn’t he fascinated by his own collection and then, by his desires, beyond all?

 

ClientCollectionneur_desires

Every step needs a particular attention and specific means to optimize success to get through the next step. And each step contains everything from the former one and grows the desire in a tricky way, stimulating with relevant messages and methods. First in conception, the brand hopes for reaction to get stimulation and tease until please or disappoint. At that point, we can see limits as:

  • no match between message and tools with desire step : the brand in rush goes too fast or disorganized, that creates a disappointment for the customer. No synchronisation in time, wastes effort
  • is previous step understood? Any check to be sure that stimuli and emotion has been revealed?
  • promotionnal urgency and sales can mix many emotions at the same time and burn the steps before they are assimilated, and then shake the needs ranking and rational process
  • each customer is different: in his buying process and desire growth. The results on ROI go with it, and are various too. Get a fair appreciation from it makes efficient the next step and completes the fine-tuning
  • don’t forget that we live in an “experiential” time, not obviously transactional. Patience is a wise weapon to get through to pass the hurdles. There’s so steps without reaction, not that it’s not working but there’s a mechanic inside in progress. Desire’s culture steps lead a relevant nursing…which trigger smart reactions and thenvalue the results. But the path is far more important than the result in itself, according to be reproduced and industrialized.


What about after collection?

…is so a delicate step: while collection is over, we can feel sometimes a kind of “blues” and sharp decrease of desire. Any collector is excited until he gets the last piece of his collection but then a whole “emptiness” perception is there throwing away desire. Excites, Thrills, Joy, Bliss…and nothing. The brand must go on, stimulating more and more any collector for his next collections. If not, brand will deceive and will get off collector’s mind. All the efforts for obsession’s pressure will be lost. That means a lot of money, programs and relation that will vanish in a snap. That’s why all the desire’s steps must be unveiled as an ongoing process. Anytime “sales” aren’t they a concrete way to sustain addiction and demand, even for needs we don’t have? Unfortunately, they’re only based on “price” with strong decrease of economic value for companies. And yes, there’s still many tricks to stimulate envy but price, if we just take the effort to listen, customize and invent them. A kind of sales innovation more scarce but terribly exciting. But also more differentiated and related, so less opened to copycat. Where you play on senses and emotions, you get attention and trustiness. And where there’s trust is where you succeed to set a balanced relation.

Well, having said and considered the attraction games between brands and customers, which role do we have to play where more and more consumers pay attention to decay or a more sense of growth? How will Brands will react to that slow motion, where everything is to reinvent?

Less is better (no « more », anymore…) ?

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Michael Porter has obviously white hairs. But not because of his age, even if it’s been years since his “Porter’s forces theory”, but probably because of #Uber. His former theories with his famous “forces” theory matrix haunted lots of universities, students, consultants and companies, made a classic model to explain, draw and shape the main forces and links through modern strategy. I think every people, far from close, one day has been in trouble with this matrix, trying to adapt it to his personal business case. I mean in trouble, while searching clues and tips for his own industry, sector or product. This was a wise approach to put the things right, since the beginning. I never understood that since then, there was a scarcity of ambitious models that could tumble down the historic fundations built by M. Porter. Even since the run of digital revolution, in the mass effects, it seems the old rules could play again their guiding role in strategic planning. Even on Clayton Christensen’s disruptive innovation concept, Porter’s forces could function to describe a whole environment, a whole playground where different actors could grow or die, but still go on their economic destiny. Then there was Uber…

PorterUber

“Über alles”

We can at this point consider Uber as a perfect example of “disruptive” phenomena (I prefer not to use the term of innovation, as for me, the real innovation is in the “UX”). They re-invented an existing service, better (some say “far more”), at lower prices (and then at lower cost, forcing the whole chain through lower margins). We’re fed up with the “middle”: middle-class, middle management, middle-price, middle quality…middle of the value chain and intermediaries. High class or low cost seem to resume the economics. “Stuck in the middle” is so far the worst strategic planning situation for many reasons. The increasing and forced run for innovation creates and destroys, each day and the speed of cycles gears up. Time is up and now to “re-arrange” and update the old models to include disruptive brutal behaviours. While there’s still much competition, all we can say is that the customer centric era has begun and let himself as a king of the game. I tried here to start a reflexion of where and why, Porter’s forces may change on the impact of collaborative society.


The uber-matrix (from Porter’s forces)

Porter_UberMatrix

How’s competition so far? Fair, intense, rough or beginners’ field? As it’s the starting point of any strategic analysis, we may spend a while on this.


“The Competition, the customer and the supplier”

There’s no big innovation, I mean on the technology plan, in transforming the supply of transportation, like Uber did. They simply used the new principles of digital: always-on, connected things and people, lowering waste and waiting lines and optimizing the transportation offer. Less lose time, empty cars and…angry consumers. The big picture is in optimization, optimizing time and resources. And that means, a lot of money indeed! The next steps will simply optimize again: using transportation time and devices to transport anything: meats, packages, mail, services and so on. Optimizing again. The application will cover many versions, until you’re so much profiled, that they will be able to monetize your datas.
On the market plan, a very balanced market, with no dominant actor: drivers need consumers who need drivers and everybody needs Uber to get in contact and stay in touch. The very big star is the “platform”. We just entered in a world of platforms, which capture essential of the value chain and kill many intermediate actors. Here we go, like the web goes…Progress destroys at a speed that even Schumpeter could not imagine. We call it “uberization” of economy, a kind of “new born” of relations, interactions and business models. Anyone can be catched with no tomorrow. Anyone can  get stuck in a dead end. Something thrilling or fearing, depends on your risk attention.


“Where playground gets a new shape”

Uber now seeds a new way of doing business, and draws many actors with him. Under the influence of digitalization, customer experience grows up frankly to a new standard that calls for excellence. Nothing will ever be like before. The extreme focus on operation, delivery and accuracy calls for a new standard for customers. Where there seems to be no entry barriers, the ability to build a copycat is a longtime run. Not in technical aspects but in the delivering experience. Even the substitutes field must be a tough job to get the same level of result. The “platformization” of economy used to be the way of doing business, throwing away all useless midlevel actors. And even if it’s the sense of history with progress bulk modifications, legal watchover is live like never before: strikes, hard negociations, realtime bad influence on PR…While we lived many revolutions, the one that goes is far violent, quick and uncompromising. Any sector is concerned, soon or later and you’d better think of it and organize the answer, or other new comers or opportunist actors may do it without you.

Schrödinger’s cat dilemma: yes it’s technology, no it’s not”

The easy-to-use plenty offer of digital tools gets bigger every day so there’s some foolish feed of the whole ecosystem with techs. But technology wise speaking, nothing really complicated: localization, customization, smart UX, realtime traffic management, rating panel…A complete thinking of just “what it needs” to create a blue ocean, out of the box and disrupt the well ordered old world…Until then, it’s been a tipping point: using these new features opened an ocean for many industries to get closer and more efficient with their customers and value proposition.


“Innovation for change”

It changed the business model for a flat well known price, fixed cost with no surprise, flat prices for usual travels or recurrent ones. It changed for a more trusty model, trusty relation between industry and customers. It opened to many other solutions, in parallel markets, services or goods. It created many jobs, pushing the need beyond the natural demand. It played in a “winner takes it all” market, where speed is the key, to eliminate competition. The only limit (and mistake) for uber was no exit barriers, so competition could flurish, one time they understand the main principles and spread the word. The diverse moves to complete their main job, was to create and use transportation capabilities to transport anything else: “eats”, medecine, etc.

It changed the way it usually changes. Brutal and unexpected, many didn’t see the wave, nor the huge potential for many business. Who can say it as well from one’s own business? Who can say “well, I’m not concerned, it’s for others”? One day, soon or later, you’ll meet the beast, the wall of doubt, of uncertainty which may paralyze your brain and your usual skills, trained for mainstream. “Forewarned is forearmed”. Unfortunately, it may be not enough…

“Time for change, time for reboot”

We never knew anything so quick that this new “kind of thinking”, of doing business, and oftenly refer to “digital wave”. Not as a mean, but a way of setting new behaviors, in front of massive and settled competition. No recipe, no warning, like bootlegs invading the old world. Just a necessary reboot, from A to Z, bottom and up. A concrete and real disruption, where incremental innovation dressing doesn’t work anymore.

You can’t say not being warned until now…

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Facing a tricky situation? Having a choice or confronting a delicate solution to ride…? Don’t mess with a “yes/no” issue. Why?

  • the simple “two simple choices” solution is in fact a lazy way: you won’t take the chance to really discover the subject and fade into easiness
  • the yes option means you want to see after, and won’t take time to mesure the real impact of any kind of option
  • the no option makes you a coward, who doesn’t want to take a chance to improve the whole problem
  • there’s no questioning about what you do and what you could do more and better

In fact, only many iterates with a word like “why” will lead you further frontiers. It forces you to innovate in your mindset thinking, your process design and your search for disruptive orbit-shifting innovation.

yesno-game-the-big-challenge

Can you imagine stay in a consensus, a straight line where everybody fights in a red ocean? Can you figure out how many disruptions started with a complete interrogation: resources, capabilities, know-how, following stratégies…?
Only those who face real gravity and fight against it, can imagine the next designed solutions, according to principles:

  • detect a positive inflexion point in your business and analyze it
  • always imagine solutions for extreme conditions, not business as usual
  • be in the fear, with a threaten for your business
  • try to make exception the rule for usual business
  • recovering pride: to win, to recover podium and first class matters
  • refuse the consensus or medium solutions: stuck in gravity, you’re in comfort zone that blocks your brain
  • stare at adjacency causes of your business to fuel ordinary thoughts
  • study the theorical best instead of “best possible”: push you to borderlines will confront you to unknown and survivance tips
  • transform the input-output equation to a next level

You can  find some of these elements, largelly commented and challenged in the “good to great” book by Collins here. The non questioning on deepest elements drives you to a lazy dead-end answer. And your customers worth more, if you want to keep them by your side, before they leave you.

And you, as a manager or a CEO, will you dare the complete review or will you stay in your comfort zone?

This time, I will answer “I hope no”…

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Only 20 years from now, WWW was a bulk disruption on how we live, consume, search, think and act. As cycles gear up, it may be the deepest change since…the birth of printing, the “renaissance” era, or more recently, industrialisation. The Internet has created new values, new debates, new democracies, new wealth, new scarcities, new information sharing and above all, a kind of new economy. And the story could stop, steadily hold a strange balance between users and infrastructures/sites builders. In fact, the sleepiness effect of this large revolution shows us, in a short term, the worst faces of Schumpeter’s doom of innovation. The best disruption effects mean to cut off any kind of intermediation, throwing away millions of jobs, and by the way, millions of lives. If WWW brings us, technology speaking, the best of information, education and equality in the world, that efficient technology erases more than it helps us, in the short term. Do many tasks for free, sharp and straight, instead on holding man assistance.
Oh.
You probably mean that machines and technology need more and more jobs to build them. True, but probably not the same profiles than the ones fired in this giganteous turnaround. Training and recovering another job? Too old, not flexible, not relevant could you be answered.

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But over all, if we stare at the revenue sharing of that economy, we could see a scarce race of “winner take it all” actors, who share their revenue with stocks’ holder more than with you. Nothing else to take a look at GAFAM’s world to see the market cap is perfectly valued with the network and the content. Me. You. Everybody who posts something, someday. The whole value of these networks is nothing else than content, freely and daily published by you an me. Former days were journalists, photographers, editors, producers, distributors, who, in their way, were doing their part of the job, truly paied for that. Now that content is free, posted, twitted, re-twitted in seconds all around the world, who pays for that? Brands. But revenues never come to your pocket, but in the digital oligarchy’s one. Charming period where some “jobs” or tasks always exist, but now are unpaid. The Free economy is obviously interesting as a citizen or a consumer, but we are also employees or economic agent, driven to work to live. And that “freeness” may be our death idol. Is Internet really the answer?

HappyDisruption

It’s no doubt that the global balance between creation and destruction is far worst than we think. And there’s still no real “huge implementation” of #AI yet…Let’s figure out when many boring tasks will be realized by bots, coding minds, automatic processes like drive, care, produce, publish, deliver…Build bots? But when bots will build bots, what’s next?

This disruption fever may drive us to schizophrenic behavior, with a global rejection of progress, protecting us from…disablation. Switch on, swith off. Someday a robot will push the button for us, to unplug us. Bye. It’s no sense leading to such issue, wasting the best of technology for humankind economic survival. We’ll be “un-revealed”, in an “un” society: unstores, unusual, unhierarchic and holacratic world. Where winner-take-it-all pleases themselve, inventing a mirror world where fashion leads to an “un-anything”. This status is now so true than ever. Value is in the “un-face” of things to unfold deepest desires and hold privacy, scarcity and exclusive vision on things (and people). They know how to cope with it, and we pay it by our blindness and trustiness.

If GAFAM make a lot of money on contents they never create, why don’t they pay the real price for this new kind of (free) suppliers that are friends, members and so long? They push more free tools than ever, to slave us, collect data and make money wherever but our side. That’s the game it seems, hard game, sometimes and in the end, mortal one. Not funny in fact, and the worst is that few have this global awareness of it. We, as human give a lot of energy to dig our own economic grave.

Is it a whole sustainable situation, till when?

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In fact, there’s a growing revolution inside. The most weird thing is that it comes from where raw materials are scarce, the opposant scary and no means. The initial innovation, consuming and wasting capital and buried in pyramidal and lone structures could play its last chance. “Jugaad”, that means “breakthrough growth” or “coping with innovation” in Hindi plays a new role for innovation. More flexible, open and simple. Something to reboot ourselves and renew true mindset, to give hope to despair mass and create a ongoing movement to new creation.
Jugaad Innovation is defined around 6 principles, where collaborative thinking and acting are king:

  • Search for opportunities in adversity: most of the times, any company gives up facing adversity or difficulty, because of wasting time, money or fearing of failure. We all prefer comfort zones to risk. Then comes Juggad that draws energy and interest from adversity and resistance. Jugaad brings pride, energy and passion to overcome the obstacle. Learn to deal with adversity is one of the keys of Jugaad Innovators, like a new innovation mindset.
  • Do more with less: we may soon live with less. Less raw materials, less growth, less employment, less time…It’s now time to do more with less, re-use things designing them differently. Reinvent different uses and reinvent ourselves. Think for example to use wastes for others capabilities, without being obliged to recycle them. When you live all days with adversity and obstacles, you quickly find solutions with simple existant stuffs. We use to rethink many ways we do and reprocess simply. When tough times are, we must find economic solutions, and the Jugaad method may be relevant and sustainable…to stay ahead of competition
  • Think and act in a more flexible way: big companies organize themselves with hard and complex structures of R&D in long term process that don’t faciltate short term and simple reactions. They don’t (can’t) think flexible way. They keep things complex because they forgot how to think simple. they ignore low cost solutions because they think high value, with large margins. They simply forget customer centric solutions offering complex R&D outputs, outputs that customer don’t want anymore. Cycles get longer, heavy processing, heavier than ever. Capital and resources expenses explode and innovation is not obvious but struggled into secrecy, keeping the cover on patents. This is outpast in the collaborative mindset we live in now. With Jugaad and its ongoing and lean process. that can’t work anymore. Innovation must catch all the few opportunities with few and simple attitudes. The mindset centric thinking and action are mixed into a twirling process, that evolves simply with the single needs of consumer. What has to be created is only what has to be consumed.

JUGAAD-cover_web(c) from the cover of book “Jugaad Innovation”.

  • Target simplicity: never forget “keep it shortly simple”. It seems so obvious for Jugaad mindset, even if make simple is in fact complex. The hardline is that rebuild something from a complex base is really hard, so when you think Jugaad, you start from nothing. You can be light, efficient and straight to the point. Something that big companies forgot, while they keep secrecy on their R&D and innovatios plans. It’s the art of secret and the obsession for technologies or complex buildings with over engineering. Focus on the pure need, focus on value for customer not for company is the only true way to simplicity. The Jugaad process allows the direct thinking to direct needs. Meeting with daily problems, finding daily solutions, directly useful. The direct response for smart innovation.
  • Inclusive innovation: Through structure itself, because of resources consumption and innovation heaviness, the mainstream innovation is mainly for “mass market”, simply because companies couldn’t balance huge R&D expenses with poor markets. Innovation is rarely for disabled people while it could change their life and build a whole story for them. Bringing innovation in middle-class draws wastes and add only a marginal output. It’s a shamy situation where digital fence exists and all efforts might be to reduce it and build a fair world for all. Next to this, the experimentations from “bottom of the pyramid” ou BOP, showed interesting outputs but underlined the limits of “poor segments”: double sentence. As they already have “nothing” the price paid for each single unit is far more expensive than in normal markets. That’s where Jugaad is really different is that solutions are not built by huge companies but by and for local and isolated people. A kind of ABC for exclusion and the ability to include them. The inclusive innovation.

 

bike-pump-jugaad

 

  • Follow heart power and tuition: the notion I prefer far from all others, put some passion and heart in process thinking, doing only what people need and not what he desires. This is one of the great lessons for example, leading to extreme simplification for use and not for engineers’ pride. Focus on needs, engage with local communities, friend with them, learn their daily life is more efficient than any business process or school. Spending time on few essentials lead to main outputs. Don’t forget Steve Jobs who never ever asked anything to a customer, no need to inspire and build what he did. Only his tuitions and faith in design, experience and simplification seemed to draw his whole life. Heart and passion nurture the whole fuel for action, leadong to Jugaad inspire. We may all take the path…

A true and strong revolution, I’m convinced. The one in centuries, beyond fashion and cycles. Maybe there’s already a Jugaad innovator close to you. Neighbour. Travel encountering. Someone valuable for sure. Someone to meet, share and learn from. Respect, Recycle and Reboot. Time to (re)use what we have and (re)invent everything we have, differently. It’s a matter of inclusion, hope and innovation.

Jugaad, our inclusive future, shared with passion.

See: “Jugaad Innovation”. “Passion with no, limit” and THE book. Enlighting the subject with pics ; Reena Jana’s thoughts about it
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Participating again to the OECD forum (@OECDLive), it was the opportunity to mark a new position, talking about the “Better Life Index” (BLI) that is monitored and measured in main countries in the world. Because GDP is not the only KPI now and we may be closed to “happiness” than ever, while the world is changing of  “business and transaction” model with lot of uncertainty. BLI, for its 3.0 verse, is based on, wherever you live, the main facts and feelings about the quality of daily life and how people hold “performed and advanced” conditions, in their situation. In short, “what’s really important” for people: education, safety, environment, growth, governance, equality, trust in the future and institutions and what’s scheduled for them. BLI has been launched in Russia in January, and we enter in a consolidation year for 2013. Improve “people’s life” must be the first issue of any country in the world, and sometimes, we need not much resources than we believe. And the path and main goal is to turn KPIs and measurements into “actions, changes and relevant improvements for people”. There’s still some differences of course between developing countries and mature ones, and the BLI must be adapted to any configuration, to capture the essence of needs, live, snapshotting the main opportunities. Be ready for the next very interesting idea: link BLI results and managing government in any country, just to get some feedback about people who were elected, and how they drive and achieved or not, their democracy issues…Some surprises to come!

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SMEs: backbone of the economy?

SMEs are probably the main source of the economy in the rising countries, and by the way, great suppliers for employment (in emerging countries, 97% of jobs are created in SMEs!). More flexible, agile and speed driven, they lead the competitiveness but are very exposed to bankruptcy: lack of liabilities or size, inequality in taxes comparing to larger groups, theres’s many way to improve the environment of SMEs, starting with “understandings” of what is a SME and its daily life? It seems so obvious that post of governments forget about it and only adapt rules that are driven to failure. Access to talents (draw and get trust), financial resources, trust, hold the operations line and so long are not so obvious and we’re facing many unequal statements that grip the wheel. Talking about Germany, that is celebrated to be really succesfull for its innovation and working floor for SMEs, they had to build a “specific plan”, customized, but underlining the roots and a very operational approach. No theory, no smart talks but actions and relevant environment built to success. Create conditions of success mean a whole environment of help: education, coaching, funding, capital and equity managing, training talents, taxes improvements, leveraging SMEs in organizing fair cooperation and competition between larger groups and startups. But yes they are smart “backbones” for new economy, where services take place instead of old industries…

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The Asian Century

The huge demand in the zone makes it possible to go into the Asian century. But demand is not the only valuable indicator, to settle trust and sustainable conditions. Mindset and political stability may be as important as growth or wealth. And when we look at mistrust for China or North Korea, we have to consider they have some keys from inside, to turn their huge demand into sustainable and stable markets. If poor countries from the zone benefit from “low working class” conditions, making them employable, it’s already a progress but not sufficient to say the goal is over. As the competition is worldwide now, we must consider social, education, goods and services suppliance and welfare spreading as necessary step, to build a better society.

These are some milestones I had the opportunity to share and listen, in this troubled world. Talking about the main issues of unemployment, education, poverty but also happiness and security, every zone in the world has its own challenges, but saying so doesn’t mean everything is apart. Currencies, sales exchanges, custom tarifs and production costs, are linked I guess. And the necessity to progress in sustainable and green development may not be so central, as developping zones like BRICS may not hold their unlimited needs and growth. How can we deal with such problems, while growth isn’t enough and debt is increasing in Europa? Let’s have a look at the future with trust and hope demanding countries could find a way to prosper in this weird world…

Thanks to OCDE team again for this awesome event and so many networking facts.

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We can stare at the world or try to guess what’s going on, and sometimes see nothing new or particular. Because we’re immerged in so much techs, we’re sometimes blind or unable to see further or larger. Let me introduce you to these part of “silent milestones” that break our daily lives and will lead you to incredible future.

1) mobile internet: linking people and supplying real solutions for isolated zones of the world. Healthcare, senior caring, education, learning and preventing, sales power targeting, CRM…so much applications to grow

2) ongoing knowledge management: reducing hardworking and enhancing productivity at work

3) connected “things” (objects): chips, NFC, medical chips and personal folder…

4) cloud: erasing frontiers of datas and grow storage capacity. Allowing new ways of collaborative work and boosting sharing and storing

5) bots: everywhere, cars without driver, automated train/tube, robotics in surgery and micro surgery, disability/handicap powering…

google-rd_1

6) genome: playing with the essence of creation in birth processing, enabling programmed diseases or creating new kinds vegetals with vitamins or bio organism

7) energy saving and renewal energies: getting the good pace for earth, for a sustain balanced growth, allowing new sources of new powered but green energy

8) 3D printing: a new way to modelize, shape and create prothesis or materials in one piece, before large scale industrialization

9) nanometrics: micro targeting diseases or putting small “chips” on organism to rise efficiency of in several fields (medical, industry….)

10) digging for new energies exploitations: light tight oil, chiste gas and many new sources of energy

Yes, you probably heard of some of them, but don’t measure the exact potential of any. That’s what makes innovation a very pleasant game, in creating uses ongoing, while you just discover the progress. In all of these new “killer apps”, there’s so much usability to invent, because we’re at the beginning of what humanity can do with it. But beyond all, fear is the worst attitude with the risk of losing an incredible opportunity. Ignorance is the dark side of ourselves and we may be suspicious not to get into. That’s not because we don’t “know” yet, that we must not “try”. If we don’t know the future, let’s invent it.

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