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SpaceX a lancé une nouvelle page web pour son service de téléphonie mobile par satellite. Géré par Starlink, celui-ci devrait à terme permettre aux clients de profiter d’une couverture 4G LTE partout dans le monde.

Si la météo ne se montre pas trop capricieuse, SpaceX lancera tard dans la soirée son premier lot de satellites Starlink « cellulaire ». Le lancement de ce vendredi 15 décembre comprend au total 21 satellites Starlink, dont six sont équipés de la technologie Direct to Cell, qui leur permet de se connecter directement aux smartphones sans passer par une antenne terrester. Ces satellites permettront aux opérateurs mobiles du monde entier d’offrir une connectivité mondiale pour les appels et l’envoi de SMS, où que soit l’abonné mobile.

Starting a Successful tech company can be an exciting journey filled with new learnings, discovery, and, of course, a few challenges along the way. In this article, we’ll explore some foundational elements that drive success and resilience within the tech industry.

History reveals that there are no perpetually excellent companies. The same company can be brilliant at one moment and wrongheaded at another. It would appear, therefore, that the company per se is not the appropriate unit of analysis when exploring the roots of high performance.

The Bridgespan Group's services include strategy consulting and advising, sourcing and diligence, and leadership team support. We take what we learn from this work, identify best practices and innovative ideas, and share them with the social sector

Improving human health can result in environmental degradation, but the healthcare sector can help address climate change says a University of Melbourne expert.

The need for independent consulting to accelerate business growth is greater than ever. See why today's top talent are choosing project-based work.

This work explores the role of university department characteristics in academic engagement with industry. In particular, we investigate the role played by research quality and previous experience in academic engagement across different scientific disciplines. We test our hypotheses on a dataset of public sponsored university-industry partnerships in the United Kingdom, combined with data from the UK Research Assessment Exercises 2001 and 2008. Our analysis reveals a negative link between academic quality and the level of engagement with industry for departments in the basic sciences and a positive relationship for departments in the applied sciences. Our results further show that the role of research quality for academic engagement strictly depends on the level of the department’s previous experience in university-industry partnerships, notably in the basic sciences, where experience acts as a moderating factor. The findings of this work are highly relevant for policy makers and university managers and contribute to the innovation literature focused on the investigation of the determinants of valuable knowledge transfer practices in academia

Small and medium-size enterprises are facing compounding challenges. Governments and other institutions worldwide are launching programs to provide them the advisory support needed to meet the moment.

An essential component of achieving scale in a technology-enabled transformation is having sufficient in-house technology expertise and talent. One proven model for building a technology bench is the “technology factory.” Such a factory is wholly at the service of the business and governed by the business. It provides the sort of work setting that is necessary to attract technology talent and achieve high-velocity development.

Small and medium-sized enterprises (SMEs) account for over 95% of firms and 60%-70% of employment and generate a large share of new jobs in OECD economies. They have specific strengths and weaknesses that may require special policy responses. As new technologies and globalisation reduce the importance of economies of scale in many activities, the potential contribution of smaller firms is enhanced. However, many of the traditional problems facing SMEs – lack of financing, difficulties in exploiting technology, constrained managerial capabilities, low productivity, regulatory burdens – become more acute in a globalised, technology-driven environment.

In their haste to get to market first, write Joshua Gans, Erin L. Scott, and Scott Stern, entrepreneurs often run with the first plausible strategy they identify. They can improve their chances of picking the right path by investigating four generic go-to-market strategies and choosing a version that aligns most closely with their founding values and motivations. The authors provide a framework, which they call the entrepreneurial strategy compass, for doing so. It’s Not About the Framework The Syracuse University professor Carl Schramm argues that contrary to the teaching at many business schools, entrepreneurs really have no alternative to learning by doing. “Create Something and Start Selling It” A conversation with the start-up veterans Niraj Shah, Bijan Sabet, and Jennifer Lum, by Daniel McGinn and Walter Frick The complete Spotlight package is available in a single reprint.

The consulting industry has returned to (strong) growth, and increasingly, clients are looking beyond the large consulting firms and seeking more niche alternatives

Dans un secteur numérique mondial en pleine croissance, les opérateurs télécoms français et européens multiplient les investissements sans voir, pour autant, leur croissance progresser. Cette difficulté à capter la valeur du secteur remet fortement en question leur modèle économique. La récente percée de nouveaux acteurs – tels que Starlink – sur le marché de l’Internet par satellite en orbite basse, menace désormais leur existence et provoque par conséquent un risque de souveraineté majeur.

Au quatrième trimestre, le constructeur américain a vendu moins de voitures à batteries dans le monde que son concurrent chinois. Sur 2023, la firme d'Elon Musk conserve cependant sa couronne.

It takes several steps for an industry to go digital. The first is when startups begin to multiply and try to test new ways of doing business. The last is when one of these startups, having formed an alliance with hundreds of millions of users, has taken over the entire industry, evicting or commoditizing every established company in the process. At every step, what the incumbent companies tend to express is denial.

A business with certain social objectives as its primary goal while using a commercial structure to run the organization

As in many other sectors, the initial response to the health crisis represented a considerable challenge: how could activities be readjusted in view of the existing limitations? In the case of the third sector, there was also a growing demand for social care. Although the sector was on the front line, it was not always considered an essential service. Therefore, the sector's leaders asked themselves: how do they see us? Why have we not been viewed as a key player from the outset? What must we do for the work we perform to be recognised? Although there are issues that have emerged due to the context, these are reflections that go far beyond the health crisis situation, since they question the role of the sector and how it is evaluated in our society. 

COVID-19 led to an explosion of new technologies, forcing business to adapt. Young Global Leaders discuss how to best leverage these technology trends

The elite civil servant occupies a special place in the French imagination. Civil, refined, unflusterable, a steady hand on the state tiller — what James Bond is to the British spy service, the haut fonctionnaire is to the French ideal of administrative governance.  But lately, a new breed of bureaucrat has been prowling the Parisian corridors of government power. High-powered consultants from firms like McKinsey, Accenture, BCG and Capgemini are playing ever-more important roles in delivering basic government services — replacing, or even displacing, a generation of public civil servants.

Research on academic engagement and technology transfer or commercialization offers important insights into the relationship between characteristics, activities and abilities of individual academic researchers, with outcomes such as successful technology transfer and commercialization. In particular, the activity of boundary spanning proves central in the successful transfer and commercialization of university developed technologies. However, the process by which academic researchers become boundary spanners remains relatively unexplored. This investigation serves to shed new light on the matter. We draw on an in-depth case study of a large European publicly funded initiative, directed to stimulate industry adoption of a university-developed technology across Europe. Our rich dataset is a result of following the project from start to finish, triangulating from multiple sources over a three-year period. Our analyses offer novel insight into the role of perspective taking as a mechanism both enabling academics to understand knowledge boundaries faced during engagement activities and a critical input to developing and improving boundary spanning abilities. Our findings offer important implications for research on academic engagement and technology commercialization.

Contrary to popular wisdom, large companies may have an innovation edge. While smaller companies’ scale makes coordination easier—and helps ensure that they stay closer to customers—our research found that the innovation success rates of smaller companies were not higher in any statistically significant way than those of larger ones. And today, given the greater ability of larger companies to fund investments from their own cash flows, some of them may actually have an edge.

While some SMEs and start-ups are active innovators, the majority of them faces a number of hurdles to innovation. For instance, the limited size of these businesses means they often struggle to access the financing, business support, and skilled talent they need to innovate. The pandemic also slowed down innovation activities for SMEs that were hit hard by the crisis, shifting their focus towards fundamental survival. In the face of economic uncertainty, innovation can help companies recover faster in the short run while building resilience to crises in the long haul. Understanding how to foster a culture of innovation is therefore critical for organisations to handle disruptions and capture new business opportunities. We identified seven steps managers need to take to stimulate innovation in their companies.

Many businesses today claim to “focus on our customers” or “put our customers first,” but what they really mean is they focus on serving their current customers better or the customers they are trying to steal from their competitors. However, there is a better way. Blue Ocean Strategy teaches businesses to shift from being competitor-focused to being customer-focused. Instead of concentrating on what competitors are doing and how to do it better, businesses should focus on what customers want and how to serve them better, with one key difference: putting non-customers first. Non-customers are anyone who is not currently a customer of your business or industry.

Misconceptions abound about what corporations and start-ups should expect from their partnerships on innovation projects. Yet these collaborations are growing in importance as companies of all sizes try to rapidly respond to shifts in the marketplace, as our recent article highlights. In this episode of the Inside the Strategy Room podcast, Miao Wang, a leader in McKinsey’s innovation practice, is joined by Tawanda Sibanda, a partner with Leap by McKinsey, which helps established organizations build and scale new businesses, and Tobias Henz, who focuses on bringing corporates and start-ups together around digitization and data, to discuss ways to improve the odds of success of such partnerships. This is an edited transcript of the conversation.