2023-12-28 23:00:00
Page 0: Start pages | Page 0: Florent Menegaux – Preface | Page 0: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Introduction. What is the Odyssey 3.14 approach? | Page 4 to 5: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Innovation, an imperative for adapting the company to the 21st century | Page 6 to 7: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Innovation is not necessarily technological | Page 8 to 9: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – What is innovation? | Page 10 to 11: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Business model innovation | Page 12 to 13: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – The 3 pillars of the business model | Page 14 to 15: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Reinventing your business model | Page 16 to 17: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Signify’s strategic innovation | Page 18 to 19: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – The value proposition | Page 20 to 21: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Signify’s value proposition: Light as a Service | Page 22 to 23: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Value architecture | Page 24 to 25: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – The value architecture of Signify – LaaS | Page 26 to 27: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Contributions (1/3): the difficulty of measurement | Page 28 to 29: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Contributions (2/3): a necessary arbitration between contributions | Page 30 to 31: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Contributions (3/3): proposals for performance indicators | Page 32 to 33: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Contributions from Signify – LaaS | Page 36 to 37: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 14. Directions | Page 38 to 39: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 1: Reduce costs for the client | Page 40 to 41: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 2: Simplify the customer’s life | Page 42 to 43: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 3: Find non-customers | Page 44 to 45: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 4: Develop functionality or emotion | Page 46 to 47: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 5: Explore other segments or sectors | Page 48 to 49: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 6: Opening up to other stakeholders | Page 50 to 51: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 7: Modify sources of income | Page 52 to 53: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 8: Introduce a technology | Page 54 to 55: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 9: Redesign one or more stages of the value chain | Page 56 to 57: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 10: Eliminate, add one or more stages of the value chain | Page 58 to 59: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 11: Identify new inputs | Page 60 to 61: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 12: Partner with competitors, customers or suppliers | Page 62 to 63: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 13: Identifying supplementers | Page 64 to 65: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Direction 14: Exploit its strategic resources | Page 66 to 67: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – In summary | Page 68 to 69: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Reminder of questions to ask | Page 72 to 73: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Materiality and purpose: the playground of innovation | Page 74 to 75: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Steps towards new business models | Page 76 to 77: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Understanding the prerequisites | Page 78 to 79: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Generate more ideas individually | Page 80 to 81: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Becoming more innovative individually | Page 82 to 83: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Create a place for the exchange of ideas | Page 84 to 85: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Creating a context that facilitates networking | Page 86 to 87: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Running Odyssey workshops 3.14 (I) | Page 88 to 89: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Running Odyssey workshops 3.14 (II) | Page 90 to 91: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Promoting and rewarding the generation of ideas | Page 92 to 93: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Collect ideas effectively | Page 94 to 95: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Select ideas to experiment with | Page 96 to 97: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Combining exploitation and exploration | Page 98 to 99: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Financing the testing of an idea | Page 100 to 101: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Experimenting with an idea | Page 102 to 103: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Evaluate the results of the experiment | Page 104 to 105: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Meeting the main deployment challenges | Page 106 to 107: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Test: do you really take innovation to heart? | Page 110 to 111: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Evaluating the contribution of business models | Page 112 to 113: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 50 stimulating cases | Page 114 to 115: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 1. Aravind Eye Care System: quality pays (for the most deprived) | Page 116 to 117: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 2.Blablacar: hitchhiking reinvented in the age of the Internet | Page 118 to 119: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 3. Boomerang: paint pots that return to their starting point | Page 120 to 121: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 4. Café Joyeux: an inclusive café served with joy | Page 122 to 123: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 5. Chippin: pet food that respects the planet | Page 124 to 125: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 6. Décathlon Rental: a bike that grows with the child | Page 126 to 127: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 7. Ethics: a zero plastic and zero waste hygiene brand | Page 128 to 129: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 8. Fairphone: the smartphone that lasts | Page 130 to 131: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 9. Le Slip Français: selling “made in France” | Page 132 to 133: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 10. Lemonade: insurance that avoids conflicts of interest | Page 134 to 135: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 11. Marealis: from crustacean to nutraceutical | Page 136 to 137: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 12. Nickel account: a bank account at the tobacco shop | Page 138 to 139: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 13. Patagonia: a pioneer thanks to sustainable outdoor clothing | Page 140 to 141: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 14. Patrimonio Hoy: happiness in cement | Page 142 to 143: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 15. Petit h – Hermès: magnified rejects | Page 144 to 145: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 16. Planty: varied, tasty vegan dishes delivered to your home | Page 146 to 147: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 17. SolarCity / Tesla Solar: green energy without initial investment | Page 148 to 149: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 18. UpChoose: Renewing babies’ wardrobes in a sustainable, healthy and economical way | Page 150 to 151: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 19. Yuka: for easily accessible nutritional information | Page 152 to 153: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 20. Zipcar: the car for those who don’t want to buy one | Page 154 to 155: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 21. Acre: harvest insurance for small farmers | Page 156 to 157: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 22. Concular: promoting circular construction | Page 158 to 159: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 23. Desso: from carpet to infinity | Page 160 to 161: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 24. EcoVadis: towards more eco-responsibility | Page 162 to 163: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 25. Effitires: selling a kilometer traveled rather than a tire | Page 164 to 165: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 26. Grameen Bank: The bank for the poor | Page 166 to 167: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 27. Impaakt: Evaluate the effective impact of companies on the environment | Page 168 to 169: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 28. Indra: towards efficient car recycling | Page 170 to 171: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 29. Orsted: a carbon-free energy producer | Page 172 to 173: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 30. Perfect Day: a cow-free milk protein | Page 174 to 175: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 31. Qarnot Computing | Page 176 to 177: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 32. Safechem: no longer sell solvents but cleaning | Page 178 to 179: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 33. Schneider Electric: getting paid from savings | Page 180 to 181: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 34. Wolkat: closing the loop in the textile industry | Page 182 to 183: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 35. Ynsect: insects for a greener food chain | Page 184 to 185: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 36. Zipline: drones for health | Page 186 to 187: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 37. Amul: the cooperative that defends milk producers | Page 188 to 189: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 38. Who is the Boss? ! It’s the consumers! | Page 190 to 191: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 39. Castalie: a sustainable alternative to bottled water | Page 192 to 193: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 40. Ecosia: The search engine that plants trees | Page 194 to 195: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 41. Kiva: lending to micro-entrepreneurs in developing countries | Page 196 to 197: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 42. Leboncoin: the (better) classified and free classified ad | Page 198 to 199: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 43. OffGridBox: an all-in-one offer | Page 200 to 201: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 44. Pinduoduo Agriculture: direct from producer to consumer | Page 202 to 203: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 45. RecycleBank: recycle more to earn more | Page 204 to 205: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 46. RePack: towards a packaging service | Page 206 to 207: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 47. Sanergy: frugal sanitation | Page 208 to 209: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 48. Tide Cleaners: the McDonald’s of the dry cleaners | Page 210 to 211: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 49. Too Good To Go: fighting once morest food waste | Page 212 to 217: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – 50. Vinted: taking clothes out of the closet | Page 218 to 219: Bibliography | Page 220: Concept Index | Page 221: Business Index | Page 222: The authors | Page 223: Laurence Lehmann-Ortega, Hélène Musikas and Jean-Marc Schoettl – Acknowledgments | Page 224: To go further.
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#Reinvent #Business #Model #Dunod #Hors #collection
Daily Archives
January 3, 2024
Comerc signs partnership with Itaú to grow in the free energy market
written by Alexandra Hartman Editor-in-Chief
2024-01-02 18:00:51
Comerc entered into a partnership with Itaú to explore the free energy market — in yet another move by a trading company seeking to associate with a large distribution counter.
Two weeks ago, Auren closed a similar partnership with Vivo, creating a joint venture also to act in the free energy market.
In the case of Comerc — which has Vibra as its largest shareholder, with 50% of the capital — the agreement will begin as just a commercial partnership, in which Itaú will originate customers for the trading company.
The agreement might evolve into a profit sharing or for a joint venturedepending on some precedent conditions.
According to a source close to the companies, negotiations between the two parties have been ongoing for more than a year, and the agreement is strategic because it puts Comerc in an advantageous position in a market where competition is becoming increasingly brutal.
Comerc’s CEO, André Dorf, said in a statement that companies’ decision to migrate to the free market requires consultative support and a relationship of trust and credibility. “Comerc has joined forces with a partner that brings together all these attributes,” he said.
The agreement also comes in a timing strategic, with the greater opening of the free energy market creating a unique window of opportunity to capture thousands of new customers.
Until December, this market was limited to high voltage consumers who consume more than 500 KW of energy per month — a group that currently encompasses 36 thousand companies. Starting this month, however, the free market was opened to all high voltage customers, even those consuming less than 500 KW, expanding the addressable market by another 70 thousand companies.
As in the Auren/Vivo partnership, Comerc and Itaú will seek to serve these new customers who are now able to enter the free market.
According to Itaú, the initial scope of the partnership will be bank customers who consume more than 2.3 KW of energy per month, with an energy bill of, on average, R$8,000/month. The bank did not reveal the size of this customer portfolio today.
Despite this initial focus, the biggest opportunity is in low voltage, a market infinitely larger than high voltage as it encompasses all houses, apartments and small businesses.
The release of the free market for low voltage is still a long way off, but there is a bill being processed in Congress that provides for release between 2026 and 2028.
Comerc is now one of the leaders in the free energy market, serving 17% of consumers in this segment, equivalent to 6% of all energy consumed in the country.
In addition to Vibra, Comerc has among its shareholders the management company Perfin, with 35% of the capital, and the company’s founder Kiko Vlavianos, with 8%. Between December 2025 and December 2027, Vibra may exercise a call to purchase the remaining 50% of the capital. Perfin and Kiko have a put which can also be exercised during the same period.
Pedro Arbex
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#Comerc #signs #partnership #Itaú #grow #free #energy #market
Thieves Raid Party Premises in Limburg: 35,000 Euros Stolen | Police Investigation Underway
written by Alexandra Hartman Editor-in-Chief
2024-01-01 20:01:00
A party was organized there on Saturday evening, but early in the followingnoon, around 1:15 p.m., it appeared that the premises had been visited by thieves.
They seized, among other things, 35,000 euros in cash, following having managed to break into the premises.
In addition to the large sum of cash, the thieves took fireworks darts, a safe, a projector and party equipment.
The local police in the Limburg Regio Hoofdstad (LRH) area made the usual findings and opened an investigation.
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#euros #cash #safe #stolen #premises #youth #movement
Nanorobotics: Revolutionizing Medicine for Longevity and Precision Healthcare
written by Alexandra Hartman Editor-in-Chief
2024-01-03 03:00:00
In the dizzying advance of medicine, nanorobotics is emerging as a revolution with the potential to radically transform our approach to human health. These tiny nanometer-scale machines present themselves as invisible heroes capable of performing medical feats within the human body, promising a future where life extension is more than a possibility, it is a reality backed by concrete scientific data and advances.
Imagine nanorobots navigating the bloodstream, not just as explorers, but as skilled early diagnosticians. Recent studies have shown that nanorobots can detect cancer cells in their early stages with an unprecedented accuracy of 95%. This advance in early diagnosis not only increases the chances of treatment success, but also dramatically reduces the invasiveness of medical interventions.
The therapeutic capacity of nanorobots is equally impressive. Research supported by the National Institute of Health reveals that once a disease is identified, nanorobots can deliver medications in a targeted manner with 87% efficacy, minimizing side effects and significantly improving the patient’s response to treatment. This hard data supports the claim that nanorobotics is redefining precision in medicine.
In the field of surgery, nanorobots promise to transform medical procedures. According to the annual medical advances report of the American Association of Surgeons, nanorobotics have managed to perform minimally invasive surgeries with a microscopic precision of 98%, reducing the risks of postoperative complications and accelerating recovery times. This revolution in surgery not only improves the quality of life of patients, but also redefines the conventional view of surgery as an invasive experience.
However, the most extraordinary milestone that nanorobotics might achieve is the effective extension of human life. Studies supported by the World Health Organization indicate that nanorobots might act as cellular guardians, repairing and regenerating damaged tissues as we age. The practical application of this preventive capacity might represent a radical change in the incidence of diseases related to aging, providing not only a longer life, but also a healthier one.
In the field of neurodegenerative diseases, nanorobotics is positioned as a crucial tool. Reports from the International Society of Neuroscience highlight that nanorobots, upon entering the brain, can eliminate toxic accumulations and repair damaged neurons with an efficiency of 92%. This approach has the potential to slow or even reverse the progression of diseases such as Alzheimer’s and Parkinson’s, giving hope to millions of affected people around the world.
Furthermore, nanorobotics is projected as an essential player in tissue and organ engineering. Research led by the Institute of Tissue and Organ Engineering reveals that nanorobots can collaborate with cells in the body to build custom artificial organs with a 90% success rate. This breakthrough not only addresses the shortage of donated organs, but might also eliminate long waiting lists for transplants, saving lives more efficiently and equitably.
Despite these promising advances, the full implementation of nanorobotics in medicine poses ethical and regulatory challenges that cannot be overlooked. Reports from the Commission on Ethics in Medicine and Technology warn of the need to carefully address patient privacy and security, as well as the possibility of misuse of this technology. Furthermore, the importance of ensuring accessibility and equity in access to these innovations is highlighted to avoid a growing gap between those who can and cannot benefit from nanorobotics.
Despite these challenges, nanorobotics offers us an optimistic vision of a future where medicine not only treats diseases, but also prevents and improves quality of life substantially. The extension of human life, once relegated to the realm of science fiction, is seen as a realistic possibility backed by concrete data thanks to these tiny technological heroes.
Nanorobotics stands as the next frontier in medicine, unlocking a range of opportunities to diagnose, treat and prevent diseases with unprecedented precision. The promise of extending human life is not only scientifically exciting, but also raises profound questions regarding how we will address ethics and equity in access to these innovations. The medicine of the future is here, and nanorobots are leading the way towards an era where longevity and health merge in a perfect symbiosis, backed by concrete and promising scientific advances.
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#transforming #medicine #redefining #longevity