Web 2.0 et société
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Web 2.0 et société
La société en mouvement « 2.0 » : quels enjeux, quelles opportunités, quel avenir ?
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Leaked: Uber's Financials Show Huge Growth, Even Bigger Losses - Forbes

Leaked: Uber's Financials Show Huge Growth, Even Bigger Losses - Forbes | Web 2.0 et société | Scoop.it
It's no surprise that Uber is growing, or that it's losing money. What's surprising is the magnitude of both.
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Basically, huge financial flows...
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« La disruption est une transformation irréversible du capitalisme » (Clayton Christensen)

« La disruption est une transformation irréversible du capitalisme » (Clayton Christensen) | Web 2.0 et société | Scoop.it

Article inAuteur de The innovator's dilemma, l'Américain Clayton Christensen, professeur à Harvard, est le pape de l'innovation disruptive, qui désigne un changement de concept pour les clients sur un marché.

BeerBergman's insight:

Article intéressant, rebondissant d'ailleurs sur le modèle d'Uber. Article à lire. extraits.

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L'innovation disruptive, c'est pourtant avant tout une façon de définir le processus de transformation d'un marché. Elle se manifeste par un accès massif et simple à des produits et services auparavant peu accessibles ou coûteux.

La disruption change un marché non pas avec un meilleur produit - c'est le rôle de l'innovation pure -, mais en l'ouvrant au plus grand nombre.
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Le potentiel d'émergence de nouvelles entreprises de ce type est très important. Partout où il existe des activités que l'on peut dématérialiser et « réintermédier », il y a de la place pour de nouveaux modèles économiques.
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La vision de Schumpeter de l'innovation comme processus de « destruction créatrice » était avant tout descriptive. La causalité n'est pas celle proposée par Schumpeter. Si la destruction l'emporte sur la création, c'est parce que nous n'investissons pas assez de capital dans les innovations disruptives.
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Prenez le cas d'Uber : ce ne sont pas les taxis qui sont les plus menacés, mais le business du transport par limousine. Pour les taxis, s'ils intègrent ce nouveau service, cette désintermédiation est plutôt une opportunité. Mieux vaut une plus petite part d'un plus gros gâteau qu'un monopole sur un petit."

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The Disruption Machine - The New Yorker

The Disruption Machine - The New Yorker | Web 2.0 et société | Scoop.it
In the last years of the nineteen-eighties, I worked not at startups but at what might be called finish-downs. Tech companies that were dying would hire temps—college students and new graduates—to do what little was left of the work of the employees they’d laid off. This was in Cambridge, near M.I.T. I’d type users’ manuals, save them onto 5.25-inch floppy disks, and send them to a line printer that yammered like a set of prank-shop chatter teeth, but, by the time the last perforated page coiled out of it, the equipment whose functions those manuals explained had been discontinued. We’d work a month here, a week there. There wasn’t much to do. Mainly, we sat at our desks and wrote wishy-washy poems on keyboards manufactured by Digital Equipment Corporation, left one another sly messages on pink While You Were Out sticky notes, swapped paperback novels—Kurt Vonnegut, Margaret Atwood, Gabriel García Márquez, that kind of thing—and, during lunch hour, had assignations in empty, unlocked offices. At Polaroid, I once found a Bantam Books edition of “Steppenwolf” in a clogged sink in an employees’ bathroom, floating like a raft. “In his heart he was not a man, but a wolf of the steppes,” it said on the bloated cover. The rest was unreadable.
BeerBergman's insight:

In the Airnb / Uber disruption debate, this article has its just place. Excerpt.

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"Ever since “The Innovator’s Dilemma,” everyone is either disrupting or being disrupted. There are disruption consultants, disruption conferences, and disruption seminars. This fall, the University of Southern California is opening a new program: “The degree is in disruption,” the university announced. “Disrupt or be disrupted,” the venture capitalist Josh Linkner warns in a new book, “The Road to Reinvention,” in which he argues that “fickle consumer trends, friction-free markets, and political unrest,” along with “dizzying speed, exponential complexity, and mind-numbing technology advances,” mean that the time has come to panic as you’ve never panicked before. Larry Downes and Paul Nunes, who blog for Forbes, insist that we have entered a new and even scarier stage: “big bang disruption.” “This isn’t disruptive innovation,” they warn. “It’s devastating innovation.”

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