șĘșĘߣshows by User: faberNovel / http://www.slideshare.net/images/logo.gif șĘșĘߣshows by User: faberNovel / Wed, 01 Jul 2020 15:40:49 GMT șĘșĘߣShare feed for șĘșĘߣshows by User: faberNovel GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need? /slideshow/gafanomics-tesla-volume-2-is-tesla-the-disruptor-we-need/236475790 gafanomicsstudybyfabernovelisteslathedisruptorweneed-200701154049
Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date. ]]>
Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date. ]]> Wed, 01 Jul 2020 15:40:49 GMT /slideshow/gafanomics-tesla-volume-2-is-tesla-the-disruptor-we-need/236475790 faberNovel@slideshare.net(faberNovel) GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need? faberNovel Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world's leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study "Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/gafanomicsstudybyfabernovelisteslathedisruptorweneed-200701154049-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Valued at 210 billion dollars, that is to say the valuations of Ford, GM, Draimler, PSA and Uber combined, Tesla, the leading company in electric car sales, recently became the world&#39;s leading manufacturer ahead of Toyota. It is because the company has succeeded in breaking the codes of a century-old industry, symbol of the industrial model of the 20th century, that Tesla deserves its place at the top of the list of the most disruptive companies. Fabernovel presents its new study &quot;Is Tesla the disruptor we need? which reveals the secrets of its success but also provides thought on the future of mobility, which the company has not disrupted to date.
GAFAnomics Tesla Volume 2 - Is Tesla the disruptor we need? from Fabernovel
]]> 6232 3 https://cdn.slidesharecdn.com/ss_thumbnails/gafanomicsstudybyfabernovelisteslathedisruptorweneed-200701154049-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnables /faberNovel/lancement-de-recovery-sortie-de-crise-les-nouveaux-raisonnables mirovaxfabernovelpost-covid-19consumerhabitscorporatestrategies-200414135131
La crise que le monde traverse atteint individus et acteurs Ă©conomiques avec une puissance inĂ©dite et nĂ©cessite de repenser en profondeur nos modĂšles de dĂ©veloppement, sur la base de solutions vĂ©ritablement actionnables. Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant Ă  faire redĂ©marrer l’économie selon un modĂšle plus durable, plus juste et plus rĂ©silient. Voici la prĂ©sentation donnĂ©e lors de lancement de cette plateforme pour Ă©changer sur une mutation appelĂ©e de toutes parts, et redĂ©marrer en mettant en Ɠuvre la transformation vers les "nouveaux raisonnables".]]>
La crise que le monde traverse atteint individus et acteurs Ă©conomiques avec une puissance inĂ©dite et nĂ©cessite de repenser en profondeur nos modĂšles de dĂ©veloppement, sur la base de solutions vĂ©ritablement actionnables. Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant Ă  faire redĂ©marrer l’économie selon un modĂšle plus durable, plus juste et plus rĂ©silient. Voici la prĂ©sentation donnĂ©e lors de lancement de cette plateforme pour Ă©changer sur une mutation appelĂ©e de toutes parts, et redĂ©marrer en mettant en Ɠuvre la transformation vers les "nouveaux raisonnables".]]> Tue, 14 Apr 2020 13:51:31 GMT /faberNovel/lancement-de-recovery-sortie-de-crise-les-nouveaux-raisonnables faberNovel@slideshare.net(faberNovel) Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnables faberNovel La crise que le monde traverse atteint individus et acteurs Ă©conomiques avec une puissance inĂ©dite et nĂ©cessite de repenser en profondeur nos modĂšles de dĂ©veloppement, sur la base de solutions vĂ©ritablement actionnables. Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant Ă  faire redĂ©marrer l’économie selon un modĂšle plus durable, plus juste et plus rĂ©silient. Voici la prĂ©sentation donnĂ©e lors de lancement de cette plateforme pour Ă©changer sur une mutation appelĂ©e de toutes parts, et redĂ©marrer en mettant en Ɠuvre la transformation vers les "nouveaux raisonnables". <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/mirovaxfabernovelpost-covid-19consumerhabitscorporatestrategies-200414135131-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> La crise que le monde traverse atteint individus et acteurs Ă©conomiques avec une puissance inĂ©dite et nĂ©cessite de repenser en profondeur nos modĂšles de dĂ©veloppement, sur la base de solutions vĂ©ritablement actionnables. Plusieurs entreprises et associations d’entreprises s’unissent donc pour lancer reCOVery, une initiative collaborative visant Ă  faire redĂ©marrer l’économie selon un modĂšle plus durable, plus juste et plus rĂ©silient. Voici la prĂ©sentation donnĂ©e lors de lancement de cette plateforme pour Ă©changer sur une mutation appelĂ©e de toutes parts, et redĂ©marrer en mettant en Ɠuvre la transformation vers les &quot;nouveaux raisonnables&quot;.
Lancement de ReCOVery - Sortie de crise - Les nouveaux raisonnables from Fabernovel
]]> 2245 2 https://cdn.slidesharecdn.com/ss_thumbnails/mirovaxfabernovelpost-covid-19consumerhabitscorporatestrategies-200414135131-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 [Extract] Study - Talent KPIs /faberNovel/extract-study-talent-kpis keynote-talentkpis-200311103606
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation. This comes jointly with an index to assess one’s company maturity on talent capital. If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com. You can find our first study Customer KPIs here : /faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era]]>
We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation. This comes jointly with an index to assess one’s company maturity on talent capital. If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com. You can find our first study Customer KPIs here : /faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era]]> Wed, 11 Mar 2020 10:36:06 GMT /faberNovel/extract-study-talent-kpis faberNovel@slideshare.net(faberNovel) [Extract] Study - Talent KPIs faberNovel We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation. This comes jointly with an index to assess one’s company maturity on talent capital. If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com. You can find our first study Customer KPIs here : /faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/keynote-talentkpis-200311103606-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> We are pleased to release the second volume of our new KPIs report series. This study is dedicated to the new value creation levers in the digital era and in particular on the talent pillar: why it is a critical asset, how to monitor it, assess it and optimize valuation. This comes jointly with an index to assess one’s company maturity on talent capital. If you want to get a full version or have any question about this study, please email us: kpi@fabernovel.com. You can find our first study Customer KPIs here : /faberNovel/fabernovel-study-new-economy-new-kpi-the-customer-era
[Extract] Study - Talent KPIs from Fabernovel
]]> 2455 1 https://cdn.slidesharecdn.com/ss_thumbnails/keynote-talentkpis-200311103606-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Fabernovel analyse les tendances publicitaires du super bowl de 2020 https://fr.slideshare.net/slideshow/fabernovel-analyse-les-tendances-publicitaires-du-super-bowl-de-2020-229587617/229587617 fabernovelanalyselestendancespublicitairesdusuperbowlde2020-200303103453
Aux États-Unis le Super Bowl est le plus grand Ă©vĂ©nement sportif de l’annĂ©e, suivi par prĂšs d'un amĂ©ricain sur trois. La compĂ©tition n'y est pas seulement sportive, elle est Ă©galement publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas Ă  la dĂ©pense et font de leur campagne de vĂ©ritables spectacles. Si bien que pour 23% des amĂ©ricains, les publicitĂ©s sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54Ăšme Ă©dition n'a pas dĂ©rogĂ© Ă  la rĂšgle ! Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ? Et quelles sont les tendances 2020 ? À dĂ©couvrir dans notre analyse.]]>
Aux États-Unis le Super Bowl est le plus grand Ă©vĂ©nement sportif de l’annĂ©e, suivi par prĂšs d'un amĂ©ricain sur trois. La compĂ©tition n'y est pas seulement sportive, elle est Ă©galement publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas Ă  la dĂ©pense et font de leur campagne de vĂ©ritables spectacles. Si bien que pour 23% des amĂ©ricains, les publicitĂ©s sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54Ăšme Ă©dition n'a pas dĂ©rogĂ© Ă  la rĂšgle ! Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ? Et quelles sont les tendances 2020 ? À dĂ©couvrir dans notre analyse.]]> Tue, 03 Mar 2020 10:34:53 GMT https://fr.slideshare.net/slideshow/fabernovel-analyse-les-tendances-publicitaires-du-super-bowl-de-2020-229587617/229587617 faberNovel@slideshare.net(faberNovel) Fabernovel analyse les tendances publicitaires du super bowl de 2020 faberNovel Aux États-Unis le Super Bowl est le plus grand Ă©vĂ©nement sportif de l’annĂ©e, suivi par prĂšs d'un amĂ©ricain sur trois. La compĂ©tition n'y est pas seulement sportive, elle est Ă©galement publicitaire. À 5,6 millions de dollars les 30 secondes d'antenne, les marques ne regardent pas Ă  la dĂ©pense et font de leur campagne de vĂ©ritables spectacles. Si bien que pour 23% des amĂ©ricains, les publicitĂ©s sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54Ăšme Ă©dition n'a pas dĂ©rogĂ© Ă  la rĂšgle ! Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ? Et quelles sont les tendances 2020 ? À dĂ©couvrir dans notre analyse. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fabernovelanalyselestendancespublicitairesdusuperbowlde2020-200303103453-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Aux États-Unis le Super Bowl est le plus grand Ă©vĂ©nement sportif de l’annĂ©e, suivi par prĂšs d&#39;un amĂ©ricain sur trois. La compĂ©tition n&#39;y est pas seulement sportive, elle est Ă©galement publicitaire. À 5,6 millions de dollars les 30 secondes d&#39;antenne, les marques ne regardent pas Ă  la dĂ©pense et font de leur campagne de vĂ©ritables spectacles. Si bien que pour 23% des amĂ©ricains, les publicitĂ©s sont devenues la partie la plus importante du Super Bowl, contre 35% pour le jeu et 9% pour le show de mi-temps. Cette 54Ăšme Ă©dition n&#39;a pas dĂ©rogĂ© Ă  la rĂšgle ! Alors, pourquoi tant d’engouement autour des campagnes publicitaires du Super Bowl ? Et quelles sont les tendances 2020 ? À dĂ©couvrir dans notre analyse.
from Fabernovel
]]> 1100 1 https://cdn.slidesharecdn.com/ss_thumbnails/fabernovelanalyselestendancespublicitairesdusuperbowlde2020-200303103453-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Amazon is eating the world /slideshow/amazon-is-eating-the-world/229586650 bbamazoniseatingtheworlddistributionadvertising-en-200303101908
Amazon: friend or foe? This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.]]>
Amazon: friend or foe? This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.]]> Tue, 03 Mar 2020 10:19:08 GMT /slideshow/amazon-is-eating-the-world/229586650 faberNovel@slideshare.net(faberNovel) Amazon is eating the world faberNovel Amazon: friend or foe? This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bbamazoniseatingtheworlddistributionadvertising-en-200303101908-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Amazon: friend or foe? This presentation looks at the ways to work with Amazon, its opportunities and threats for brands and the winning distribution strategies for you.
Amazon is eating the world from Fabernovel
]]> 2679 1 https://cdn.slidesharecdn.com/ss_thumbnails/bbamazoniseatingtheworlddistributionadvertising-en-200303101908-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Gafanomics - Quarterly - Episode 4 (Q4FY19) /slideshow/gafanomics-quarterly-episode-4-q4fy19-228548502/228548502 gafanomics-thequarterlyq42019parfabernovel-200218102239
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants. This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns. After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19. Is this outperformance set to last? Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital. The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, 
) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions. In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates. ]]>
Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants. This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns. After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19. Is this outperformance set to last? Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital. The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, 
) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions. In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates. ]]> Tue, 18 Feb 2020 10:22:39 GMT /slideshow/gafanomics-quarterly-episode-4-q4fy19-228548502/228548502 faberNovel@slideshare.net(faberNovel) Gafanomics - Quarterly - Episode 4 (Q4FY19) faberNovel Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants. This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns. After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19. Is this outperformance set to last? Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital. The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, 
) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions. In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM & Co but also an area where they can join forces with other Corporates. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/gafanomics-thequarterlyq42019parfabernovel-200218102239-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Fabernovel is pleased to release this new edition of “Gafanomics Quarterly”, our publication which offers you every quarter a transversal review of the earnings releases and strategic announcements of the disruptive Tech giants. This last quarter was somewhat special in our view, ushering in new times at several levels : a new fiscal year, a new decade and the accelerating change towards new value patterns. After a challenging Q3, the Tech segment outperformed all other sectors on the Street with an impressive cumulated market cap gain of more than $1,300bn for our sample of 20 firms (i.e. the equivalent of Microsoft market value or the annual GDP of Spain). This was underpinned by the robust quarterly delivery of most of the Tech leaders with a value pattern still favouring user and top-line growth pattern compared to margin expansion. Our sample of Tech disruptors posted a median revenue growth of 23% and 17% EBIT growth in Q4 19, with very similar figures for FY19. Is this outperformance set to last? Beyond their economic power, the Tech leaders face several challenges. Facing rising maturity and competition, they are increasingly criticized on their dark side and their Achilles heel: Corporate and Social Responsibility. Several of them recorded in the last months the departures of their founders (Travis Kalanick at Uber, Jack Ma from Alibaba, Larry Page and Sergey Brin at Google, Adam Neumann at WeWork). Softbank has seen the arrival of activist investors in their capital. The Green tide was the most striking new theme emerging from Q4 releases. Many tech players (Microsoft, Amazon, 
) have started to communicate on the environmental impact. Greenwashing or strategic reality? Probably both. But we hope that the latter will prevail! Given their deep pockets, innovation culture and infrastructure power, Tech giants are probably among the few Corporates that can save the planet. The Coronavirus crisis has shown that software can help adapt in critical situation with new practices (more remote work) that can reduce carbon emissions. In a new world where transparency and responsibility will increasingly drive valuation, we are convinced that this Green horizon can be a structuring value path for GAFAM &amp; Co but also an area where they can join forces with other Corporates.
Gafanomics - Quarterly - Episode 4 (Q4FY19) from Fabernovel
]]> 3269 1 https://cdn.slidesharecdn.com/ss_thumbnails/gafanomics-thequarterlyq42019parfabernovel-200218102239-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Fabernovel study on SoftBank /slideshow/fabernovel-study-on-softbank/208150326 softbank-study-slideshare-191220085757
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A. SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge. For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy. Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale. ]]>
Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A. SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge. For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy. Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale. ]]> Fri, 20 Dec 2019 08:57:57 GMT /slideshow/fabernovel-study-on-softbank/208150326 faberNovel@slideshare.net(faberNovel) Fabernovel study on SoftBank faberNovel Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&A. SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge. For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy. Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/softbank-study-slideshare-191220085757-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Kereitsu of modern times, Softbank has pioneered with its Vision Fund an Innovation at scale strategy powered by an agressive venture investments. It has thus opened an alternative way to GAFAM’s model that relied primarily on an organic technology model amplified by some bolt-on M&amp;A. SoftBank’s transformation case is in our view particularly interesting at a time when the European startups and innovation ecosystems need to catch-up with their American and Asian and many Corporates are entering in « coopetition » with Investment funds, launching or reinventing their ventures set-up in order to address their innovation at scale challenge. For sure, like all disruptors Softbank has been somewhat extreme in its approach (especially in terms of risk aversion, fundraising, inflationary valuation) and not always exemplary in its practices (CSR, governance, financial disclosure...). Nevertheless we are witnessing some interesting read-across for European players, especially as vision, risk taking and entrepreneurial approaches are in our view critical success factors in the new economy. Thus one of our wishes for 2020 is that some European Softbank may emerge and create a new way for innovation at scale.
Fabernovel study on SoftBank from Fabernovel
]]> 1950 2 https://cdn.slidesharecdn.com/ss_thumbnails/softbank-study-slideshare-191220085757-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 The new retail: apocalypse or new era? /faberNovel/the-new-retail-apocalypse-or-new-era-200315479 dnvbprintslidesharev3-191202101030
Retail Apocalypse. VoilĂ  comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et Ă  raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas Ă©pargnĂ©e - en tĂ©moignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet Ă©tĂ©, pour n'en citer que quelques unes. Dans le mĂȘme temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogĂšnes - envahissent les rues. LittĂ©ralement : sur les 84 DNVB Ă  fort potentiel identifiĂ©es en 2016 par Andy Dunn dans son article phare, 44 comptent dĂ©sormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly. Pour passer Ă  l'Ă©chelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les AmĂ©ricains pour dĂ©crire ce phĂ©nomĂšne qui consiste Ă  ouvrir une boutique physique pour considĂ©rablement augmenter les ventes online. Mais alors... Entre apocalypse et terre promise, Ă  quoi ressemble vraiment le retail de demain ? Quel modĂšle, quels KPIs et quelles conditions pour Ă©merger ?]]>
Retail Apocalypse. VoilĂ  comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et Ă  raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas Ă©pargnĂ©e - en tĂ©moignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet Ă©tĂ©, pour n'en citer que quelques unes. Dans le mĂȘme temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogĂšnes - envahissent les rues. LittĂ©ralement : sur les 84 DNVB Ă  fort potentiel identifiĂ©es en 2016 par Andy Dunn dans son article phare, 44 comptent dĂ©sormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly. Pour passer Ă  l'Ă©chelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les AmĂ©ricains pour dĂ©crire ce phĂ©nomĂšne qui consiste Ă  ouvrir une boutique physique pour considĂ©rablement augmenter les ventes online. Mais alors... Entre apocalypse et terre promise, Ă  quoi ressemble vraiment le retail de demain ? Quel modĂšle, quels KPIs et quelles conditions pour Ă©merger ?]]> Mon, 02 Dec 2019 10:10:29 GMT /faberNovel/the-new-retail-apocalypse-or-new-era-200315479 faberNovel@slideshare.net(faberNovel) The new retail: apocalypse or new era? faberNovel Retail Apocalypse. VoilĂ  comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et Ă  raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas Ă©pargnĂ©e - en tĂ©moignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet Ă©tĂ©, pour n'en citer que quelques unes. Dans le mĂȘme temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogĂšnes - envahissent les rues. LittĂ©ralement : sur les 84 DNVB Ă  fort potentiel identifiĂ©es en 2016 par Andy Dunn dans son article phare, 44 comptent dĂ©sormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly. Pour passer Ă  l'Ă©chelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les AmĂ©ricains pour dĂ©crire ce phĂ©nomĂšne qui consiste Ă  ouvrir une boutique physique pour considĂ©rablement augmenter les ventes online. Mais alors... Entre apocalypse et terre promise, Ă  quoi ressemble vraiment le retail de demain ? Quel modĂšle, quels KPIs et quelles conditions pour Ă©merger ? <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/dnvbprintslidesharev3-191202101030-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Retail Apocalypse. VoilĂ  comment Business Insider qualifiait il y a quelques semaines la situation actuelle (et future ?) du retail. Et Ă  raison : aux US plus de 8600 magasins physiques doivent fermer en 2019. La France n’est pas Ă©pargnĂ©e - en tĂ©moignent les fermetures de huit enseignes Gap et plus de 30 Conforama cet Ă©tĂ©, pour n&#39;en citer que quelques unes. Dans le mĂȘme temps, les Digitally Native Vertical Brands - ces ovnis du e-commerce devenus leaders aussi inspirants qu’anxiogĂšnes - envahissent les rues. LittĂ©ralement : sur les 84 DNVB Ă  fort potentiel identifiĂ©es en 2016 par Andy Dunn dans son article phare, 44 comptent dĂ©sormais au moins un magasin physique. Ici aussi : difficile de se balader dans Paris aujourd’hui sans passer devant une boutique Sezane, Le Slip Français ou Jimmy Fairly. Pour passer Ă  l&#39;Ă©chelle, il semblerait que les DNVB doivent faire tomber le “D”. “Halo effect” disent les AmĂ©ricains pour dĂ©crire ce phĂ©nomĂšne qui consiste Ă  ouvrir une boutique physique pour considĂ©rablement augmenter les ventes online. Mais alors... Entre apocalypse et terre promise, Ă  quoi ressemble vraiment le retail de demain ? Quel modĂšle, quels KPIs et quelles conditions pour Ă©merger ?
The new retail: apocalypse or new era? from Fabernovel
]]> 2753 3 https://cdn.slidesharecdn.com/ss_thumbnails/dnvbprintslidesharev3-191202101030-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 L’aventure iOS - tvOS myCANAL https://fr.slideshare.net/faberNovel/laventure-ios-tvos-mycanal-195541949 talkmobileone-canalxfabernovel-191120130643
PrĂ©sentĂ©e lors du MobileOne 2019 par BenoĂźt AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.]]>
PrĂ©sentĂ©e lors du MobileOne 2019 par BenoĂźt AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.]]> Wed, 20 Nov 2019 13:06:43 GMT https://fr.slideshare.net/faberNovel/laventure-ios-tvos-mycanal-195541949 faberNovel@slideshare.net(faberNovel) L’aventure iOS - tvOS myCANAL faberNovel PrĂ©sentĂ©e lors du MobileOne 2019 par BenoĂźt AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/talkmobileone-canalxfabernovel-191120130643-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> PrĂ©sentĂ©e lors du MobileOne 2019 par BenoĂźt AUDOUARD, responsable projet myCANAL chez Canal+ et Julie ROLLIN-MOUSTÉOU, Senior Product Manager chez Fabernovel.
from Fabernovel
]]> 1404 1 https://cdn.slidesharecdn.com/ss_thumbnails/talkmobileone-canalxfabernovel-191120130643-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 WeChat Social Ads Playbook /slideshow/wechat-social-ads-playbook/191345143 wechatsocialadsplaybookfabernovel-191107124421
Fabernovel is pleased to share this playbook reviewing various offerings of WeChat advertising and the possibilities for brands to reach and engage the tech savvy consumers. Since the inception of WeChat, Tencent has been very cautious about introducing promotional messages on its platform. The Super APP is envisioned more as a productive toolkit for the users' daily life than a source of media revenue stream itself. On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes sure its users exposed to maximum 2 ads per day. That being said, WeChat advertising offerings have become so comprehensive and impactful to capture the attention of Chinese consumers from both home and abroad. To build successful WeChat strategies, it is now crucial for business to master these various ad formats, ad touch points, ad features, bidding tactics and audience targeting possibilities. Let’s discover more with this playbook!]]>
Fabernovel is pleased to share this playbook reviewing various offerings of WeChat advertising and the possibilities for brands to reach and engage the tech savvy consumers. Since the inception of WeChat, Tencent has been very cautious about introducing promotional messages on its platform. The Super APP is envisioned more as a productive toolkit for the users' daily life than a source of media revenue stream itself. On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes sure its users exposed to maximum 2 ads per day. That being said, WeChat advertising offerings have become so comprehensive and impactful to capture the attention of Chinese consumers from both home and abroad. To build successful WeChat strategies, it is now crucial for business to master these various ad formats, ad touch points, ad features, bidding tactics and audience targeting possibilities. Let’s discover more with this playbook!]]> Thu, 07 Nov 2019 12:44:21 GMT /slideshow/wechat-social-ads-playbook/191345143 faberNovel@slideshare.net(faberNovel) WeChat Social Ads Playbook faberNovel Fabernovel is pleased to share this playbook reviewing various offerings of WeChat advertising and the possibilities for brands to reach and engage the tech savvy consumers. Since the inception of WeChat, Tencent has been very cautious about introducing promotional messages on its platform. The Super APP is envisioned more as a productive toolkit for the users' daily life than a source of media revenue stream itself. On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes sure its users exposed to maximum 2 ads per day. That being said, WeChat advertising offerings have become so comprehensive and impactful to capture the attention of Chinese consumers from both home and abroad. To build successful WeChat strategies, it is now crucial for business to master these various ad formats, ad touch points, ad features, bidding tactics and audience targeting possibilities. Let’s discover more with this playbook! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/wechatsocialadsplaybookfabernovel-191107124421-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Fabernovel is pleased to share this playbook reviewing various offerings of WeChat advertising and the possibilities for brands to reach and engage the tech savvy consumers. Since the inception of WeChat, Tencent has been very cautious about introducing promotional messages on its platform. The Super APP is envisioned more as a productive toolkit for the users&#39; daily life than a source of media revenue stream itself. On contrary to 1 ad for every 10 posts on Facebook, the Shenzhen tech giant makes sure its users exposed to maximum 2 ads per day. That being said, WeChat advertising offerings have become so comprehensive and impactful to capture the attention of Chinese consumers from both home and abroad. To build successful WeChat strategies, it is now crucial for business to master these various ad formats, ad touch points, ad features, bidding tactics and audience targeting possibilities. Let’s discover more with this playbook!
WeChat Social Ads Playbook from Fabernovel
]]> 1649 0 https://cdn.slidesharecdn.com/ss_thumbnails/wechatsocialadsplaybookfabernovel-191107124421-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 [Extract] Study The We Company: is real estate a disruptable industry? /slideshow/extract-study-the-we-company-is-real-estate-a-disruptable-industry-191344265/191344265 weworkteaserv1-191107123904
A lot has been said about WeWork, whether it is about its controversial CEO, its delusional valuation, its abyssal losses, its obscure governance or its esoteric motto. But, as analysts passionated by new models and disruption players, we could not stay away from the debate surrunding the one startup that has shaken the real estate market. Our study does not predict whether Wework will become public, or whether it will actually survive. But, it aims at describing how WeWork has made coworking a thing, which lessons should be drawn from its model (whether considered tech or not tech) , and which possible future can be imagined for the industry.]]>
A lot has been said about WeWork, whether it is about its controversial CEO, its delusional valuation, its abyssal losses, its obscure governance or its esoteric motto. But, as analysts passionated by new models and disruption players, we could not stay away from the debate surrunding the one startup that has shaken the real estate market. Our study does not predict whether Wework will become public, or whether it will actually survive. But, it aims at describing how WeWork has made coworking a thing, which lessons should be drawn from its model (whether considered tech or not tech) , and which possible future can be imagined for the industry.]]> Thu, 07 Nov 2019 12:39:04 GMT /slideshow/extract-study-the-we-company-is-real-estate-a-disruptable-industry-191344265/191344265 faberNovel@slideshare.net(faberNovel) [Extract] Study The We Company: is real estate a disruptable industry? faberNovel A lot has been said about WeWork, whether it is about its controversial CEO, its delusional valuation, its abyssal losses, its obscure governance or its esoteric motto. But, as analysts passionated by new models and disruption players, we could not stay away from the debate surrunding the one startup that has shaken the real estate market. Our study does not predict whether Wework will become public, or whether it will actually survive. But, it aims at describing how WeWork has made coworking a thing, which lessons should be drawn from its model (whether considered tech or not tech) , and which possible future can be imagined for the industry. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/weworkteaserv1-191107123904-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> A lot has been said about WeWork, whether it is about its controversial CEO, its delusional valuation, its abyssal losses, its obscure governance or its esoteric motto. But, as analysts passionated by new models and disruption players, we could not stay away from the debate surrunding the one startup that has shaken the real estate market. Our study does not predict whether Wework will become public, or whether it will actually survive. But, it aims at describing how WeWork has made coworking a thing, which lessons should be drawn from its model (whether considered tech or not tech) , and which possible future can be imagined for the industry.
[Extract] Study The We Company: is real estate a disruptable industry? from Fabernovel
]]> 1925 1 https://cdn.slidesharecdn.com/ss_thumbnails/weworkteaserv1-191107123904-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Insight Report by Fabernovel - The Hidden consumption force of Overseas Chinese Residents /slideshow/insight-report-by-fabernovel-the-hidden-consumption-force-of-overseas-chinese-residents/190652235 insightreport-overseaschineseresidents-fabernovel-2019-191105101627
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.]]>
Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.]]> Tue, 05 Nov 2019 10:16:27 GMT /slideshow/insight-report-by-fabernovel-the-hidden-consumption-force-of-overseas-chinese-residents/190652235 faberNovel@slideshare.net(faberNovel) Insight Report by Fabernovel - The Hidden consumption force of Overseas Chinese Residents faberNovel Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/insightreport-overseaschineseresidents-fabernovel-2019-191105101627-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Fabernovel, the global innovation agency operating in Europe, US and China, is pleased to share its latest in-depth study analyzing Overseas Chinese Residents, “The hidden consumption force”.
Insight Report by Fabernovel - The Hidden consumption force of Overseas Chinese Residents from Fabernovel
]]> 6330 3 https://cdn.slidesharecdn.com/ss_thumbnails/insightreport-overseaschineseresidents-fabernovel-2019-191105101627-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate? /slideshow/study-ardian-fabernovel-the-augmented-infrastructure-digital-for-climate/182711170 keynotedigitalforclimate-11octobre2019-ardianxfabernovel-191016074436
Foreword: 2020 is tomorrow. Once a synonym for “future”, this key date is a symbol for new dawn where the issue of long term value can not be but linked to digital sobriety and technological responsibility. At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible. I am convinced that this approach can be applied to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling, we need to act upstream by rethinking the way we design services and technology. Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact. Let’s build this inclusive future together. StĂ©phane Distinguin, CEO & Co-founder at Fabernovel]]>
Foreword: 2020 is tomorrow. Once a synonym for “future”, this key date is a symbol for new dawn where the issue of long term value can not be but linked to digital sobriety and technological responsibility. At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible. I am convinced that this approach can be applied to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling, we need to act upstream by rethinking the way we design services and technology. Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact. Let’s build this inclusive future together. StĂ©phane Distinguin, CEO & Co-founder at Fabernovel]]> Wed, 16 Oct 2019 07:44:36 GMT /slideshow/study-ardian-fabernovel-the-augmented-infrastructure-digital-for-climate/182711170 faberNovel@slideshare.net(faberNovel) Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate? faberNovel Foreword: 2020 is tomorrow. Once a synonym for “future”, this key date is a symbol for new dawn where the issue of long term value can not be but linked to digital sobriety and technological responsibility. At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible. I am convinced that this approach can be applied to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling, we need to act upstream by rethinking the way we design services and technology. Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact. Let’s build this inclusive future together. StĂ©phane Distinguin, CEO & Co-founder at Fabernovel <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/keynotedigitalforclimate-11octobre2019-ardianxfabernovel-191016074436-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Foreword: 2020 is tomorrow. Once a synonym for “future”, this key date is a symbol for new dawn where the issue of long term value can not be but linked to digital sobriety and technological responsibility. At Fabernovel, that is why when working on transformation projects, services design or engineering, we follow a triple approach: entrepreneurial, digital but first and foremost responsible. I am convinced that this approach can be applied to infrastructures. Regarding carbon impact issue, beyond mitigation measures and energy recycling, we need to act upstream by rethinking the way we design services and technology. Innovation more than ever, has to be thought in a global ecosystem perspective to prevent drifts and limit impact. Let’s build this inclusive future together. StĂ©phane Distinguin, CEO &amp; Co-founder at Fabernovel
Study Ardian & Fabernovel - The Augmented Infrastructure: Digital for climate? from Fabernovel
]]> 1469 1 https://cdn.slidesharecdn.com/ss_thumbnails/keynotedigitalforclimate-11octobre2019-ardianxfabernovel-191016074436-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Services urbains : faut il vraiment penser utilisateur ? https://fr.slideshare.net/slideshow/services-urbains-faut-il-vraiment-penser-utilisateur/178795683 servicesurbainsfaut-ilvraimentpenserutilisateurvonline-191003150202
Ils investissent l'espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l'espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains. A quoi doit ressembler une ville à l'Úre du numérique ? Peut-on vraiment "penser utilisateur" dans un contexte urbain ? Comment réconcilier besoins individuels et communautaires ? Nous sommes convaincus que c'est par le design que nous répondrons à ces nouveaux enjeux. Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l'APCI. Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant !]]>
Ils investissent l'espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l'espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains. A quoi doit ressembler une ville à l'Úre du numérique ? Peut-on vraiment "penser utilisateur" dans un contexte urbain ? Comment réconcilier besoins individuels et communautaires ? Nous sommes convaincus que c'est par le design que nous répondrons à ces nouveaux enjeux. Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l'APCI. Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant !]]> Thu, 03 Oct 2019 15:02:02 GMT https://fr.slideshare.net/slideshow/services-urbains-faut-il-vraiment-penser-utilisateur/178795683 faberNovel@slideshare.net(faberNovel) Services urbains : faut il vraiment penser utilisateur ? faberNovel Ils investissent l'espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l'espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains. A quoi doit ressembler une ville à l'Úre du numérique ? Peut-on vraiment "penser utilisateur" dans un contexte urbain ? Comment réconcilier besoins individuels et communautaires ? Nous sommes convaincus que c'est par le design que nous répondrons à ces nouveaux enjeux. Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l'APCI. Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant ! <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/servicesurbainsfaut-ilvraimentpenserutilisateurvonline-191003150202-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Ils investissent l&#39;espace, orchestrent les flux, bouleversent les usages et uniformisent nos villes : les géants du numérique saisissent l&#39;espace urbain et nous forcent à requestionner notre façon de concevoir les services urbains. A quoi doit ressembler une ville à l&#39;Úre du numérique ? Peut-on vraiment &quot;penser utilisateur&quot; dans un contexte urbain ? Comment réconcilier besoins individuels et communautaires ? Nous sommes convaincus que c&#39;est par le design que nous répondrons à ces nouveaux enjeux. Pour échanger avec nous sur ces questions essentielles, nous avons eu le plaisir de recevoir Agnes Kwek, ambassadrice Design pour la ville de Singapour et Dominique Sciamma, Directeur et Doyen de Strate Ecole de Design et Président de l&#39;APCI. Découvrez dans cette keynote les nouveaux paradigmes de la Ville moderne, et contactez-nous pour échanger davantage sur ce sujet passionnant !
from Fabernovel
]]> 1246 26 https://cdn.slidesharecdn.com/ss_thumbnails/servicesurbainsfaut-ilvraimentpenserutilisateurvonline-191003150202-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 [Fabernovel study] New economy, new KPI: the customer era /slideshow/fabernovel-study-new-economy-new-kpi-the-customer-era/175629982 neweconomynewkpis-thecustomerera-190924165123
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact. Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic. Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy. Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers. ]]>
By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact. Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic. Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy. Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers. ]]> Tue, 24 Sep 2019 16:51:23 GMT /slideshow/fabernovel-study-new-economy-new-kpi-the-customer-era/175629982 faberNovel@slideshare.net(faberNovel) [Fabernovel study] New economy, new KPI: the customer era faberNovel By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact. Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic. Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy. Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization's potential, which we've identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/neweconomynewkpis-thecustomerera-190924165123-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> By creating some disruption in value chains and favouring the emergence of new models, the digital revolution has induced deep changes in the way value is created and shared. It is more and more decorrelated from short term financial performance. That should push organizations and investors to review their monitoring and valuation of innovative projects, as well as pay attention to the value of some intangible assets, such as customer capital, talent capital, ecosystem, software or societal and environmental impact. Customer centricity was at the heart of the digital revolution, which explains why among these assets, customer capital is the easiest to value by investors. However, if we’ve focused our analysis in this presentation on this asset, this should not overshadow the other key levers that organizations need now for their transformation to be more and more systemic. Digital native economic models have been built by design according to an extra-financial approach with monitoring and communication already focused on customer KPIs, and sometimes on talent or ecosystem metrics. By contrast, if players other than digital natives have initiated a deep transformation of their model, they have not yet adapted their reporting styles, even though this would enable them to better allocate resources and value the customer acquisition strategy. Combined with this document, we are launching a new index dedicated to testing your own maturity regarding customer capital (how you’ve integrated this approach, how customer-centric your reporting is, how you use it). Once this assessment has been completed, this presentation will help drive you along the path towards a new reporting approach. Additionally, it will help you harness your organization&#39;s potential, which we&#39;ve identified at both the internal and external levels, while focusing on stakeholder engagement and value creation levers.
[Fabernovel study] New economy, new KPI: the customer era from Fabernovel
]]> 3085 5 https://cdn.slidesharecdn.com/ss_thumbnails/neweconomynewkpis-thecustomerera-190924165123-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Gafanomics - The Quarterly - Episode 2 (Q2FY19) /slideshow/gafanomics-the-quarterly-episode-2-q2fy19/161569163 gafanomics-thequarterlyq220191-190806150844
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019.]]>
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019.]]> Tue, 06 Aug 2019 15:08:44 GMT /slideshow/gafanomics-the-quarterly-episode-2-q2fy19/161569163 faberNovel@slideshare.net(faberNovel) Gafanomics - The Quarterly - Episode 2 (Q2FY19) faberNovel Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/gafanomics-thequarterlyq220191-190806150844-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the second quarter of the financial year 2019.
Gafanomics - The Quarterly - Episode 2 (Q2FY19) from Fabernovel
]]> 3325 3 https://cdn.slidesharecdn.com/ss_thumbnails/gafanomics-thequarterlyq220191-190806150844-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 The Future of Corporate Learning: from Training to Learning Experience /slideshow/future-of-corporate-learning-from-training-to-learning-experience/149624874 fabernovelsurveyfutureofcorporatelearning-190614082056
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google. To download the full report: http://eepurl.com/guJvA5]]>
With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google. To download the full report: http://eepurl.com/guJvA5]]> Fri, 14 Jun 2019 08:20:56 GMT /slideshow/future-of-corporate-learning-from-training-to-learning-experience/149624874 faberNovel@slideshare.net(faberNovel) The Future of Corporate Learning: from Training to Learning Experience faberNovel With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google. To download the full report: http://eepurl.com/guJvA5 <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/fabernovelsurveyfutureofcorporatelearning-190614082056-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> With innovation cycles becoming ever shorter, companies are faced with a new challenge: keeping their key skills up to date in real time. This strategic dimension of ‘workforce planning’ cannot rely solely on recruitment; existing employees must be able to continuously learn new things. As such, the number one skill companies now look for is the capacity to learn, and companies are particularly looking for ‘learning animals’, a term coined by Google. To download the full report: http://eepurl.com/guJvA5
The Future of Corporate Learning: from Training to Learning Experience from Fabernovel
]]> 7139 15 https://cdn.slidesharecdn.com/ss_thumbnails/fabernovelsurveyfutureofcorporatelearning-190614082056-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Gafanomics - The Quarterly - Episode 1 (Q1FY19) /slideshow/gafanomics-the-quarterly-149474907/149474907 gafanomics-thequarterly-190613171712
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.]]>
Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.]]> Thu, 13 Jun 2019 17:17:12 GMT /slideshow/gafanomics-the-quarterly-149474907/149474907 faberNovel@slideshare.net(faberNovel) Gafanomics - The Quarterly - Episode 1 (Q1FY19) faberNovel Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/gafanomics-thequarterly-190613171712-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> Financial analysis of some of the most disruptive Tech companies in the world. This document aims to provide you with some major insights concerning the financial markets and the most disruptive innovations for the first quarter of the financial year 2019.
Gafanomics - The Quarterly - Episode 1 (Q1FY19) from Fabernovel
]]> 2947 2 https://cdn.slidesharecdn.com/ss_thumbnails/gafanomics-thequarterly-190613171712-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Vers une nouvelle Úre de vos expériences https://fr.slideshare.net/slideshow/vers-une-nouvelle-ere-de-vos-experiences/141742132 bbkeynotedesignsystemversionenvoi1-190423120556
L’exposition Vasarely en cours actuellement au Centre Pompidou Ă  Paris nous le rappelle : l’art est aussi affaire de mĂ©thode, de systĂšme, de programme. L’oeuvre de l’artiste hongrois-français ne doit rien au hasard : dĂšs sa premiĂšre pĂ©riode artistique, il met au point un alphabet plastique, lui permettant des combinaisons infinies de couleurs et de formes - garantissant une harmonie entre toutes ses crĂ©ations, tout en rendant possible leur “industrialisation”. Digression ? Non, car les enjeux du design d’expĂ©rience aujourd’hui sont prĂ©cisĂ©ment ceux-lĂ . Cinquante-neuf ans aprĂšs “Alphabet VR”, ce sont les expĂ©riences qui doivent passer Ă  l’échelle. Et c’est exactement le propos du design system : une sorte de “toolbox” digitale Ă  destination des designers, mais aussi des dĂ©veloppeurs, chefs de projets et quiconque serait engagĂ© de prĂšs ou de loin dans la conception d’une nouvelle expĂ©rience. Fini de bricoler des bouts d’expĂ©rience par-ci, par-lĂ  : le design system permet d’assurer la cohĂ©rence et l’harmonie sur tous les pans d’expĂ©rience d’une marque. Un outil plus qu’essentiel Ă  l’ùre de l’expĂ©rience.]]>
L’exposition Vasarely en cours actuellement au Centre Pompidou Ă  Paris nous le rappelle : l’art est aussi affaire de mĂ©thode, de systĂšme, de programme. L’oeuvre de l’artiste hongrois-français ne doit rien au hasard : dĂšs sa premiĂšre pĂ©riode artistique, il met au point un alphabet plastique, lui permettant des combinaisons infinies de couleurs et de formes - garantissant une harmonie entre toutes ses crĂ©ations, tout en rendant possible leur “industrialisation”. Digression ? Non, car les enjeux du design d’expĂ©rience aujourd’hui sont prĂ©cisĂ©ment ceux-lĂ . Cinquante-neuf ans aprĂšs “Alphabet VR”, ce sont les expĂ©riences qui doivent passer Ă  l’échelle. Et c’est exactement le propos du design system : une sorte de “toolbox” digitale Ă  destination des designers, mais aussi des dĂ©veloppeurs, chefs de projets et quiconque serait engagĂ© de prĂšs ou de loin dans la conception d’une nouvelle expĂ©rience. Fini de bricoler des bouts d’expĂ©rience par-ci, par-lĂ  : le design system permet d’assurer la cohĂ©rence et l’harmonie sur tous les pans d’expĂ©rience d’une marque. Un outil plus qu’essentiel Ă  l’ùre de l’expĂ©rience.]]> Tue, 23 Apr 2019 12:05:56 GMT https://fr.slideshare.net/slideshow/vers-une-nouvelle-ere-de-vos-experiences/141742132 faberNovel@slideshare.net(faberNovel) Vers une nouvelle Ăšre de vos expĂ©riences faberNovel L’exposition Vasarely en cours actuellement au Centre Pompidou Ă  Paris nous le rappelle : l’art est aussi affaire de mĂ©thode, de systĂšme, de programme. L’oeuvre de l’artiste hongrois-français ne doit rien au hasard : dĂšs sa premiĂšre pĂ©riode artistique, il met au point un alphabet plastique, lui permettant des combinaisons infinies de couleurs et de formes - garantissant une harmonie entre toutes ses crĂ©ations, tout en rendant possible leur “industrialisation”. Digression ? Non, car les enjeux du design d’expĂ©rience aujourd’hui sont prĂ©cisĂ©ment ceux-lĂ . Cinquante-neuf ans aprĂšs “Alphabet VR”, ce sont les expĂ©riences qui doivent passer Ă  l’échelle. Et c’est exactement le propos du design system : une sorte de “toolbox” digitale Ă  destination des designers, mais aussi des dĂ©veloppeurs, chefs de projets et quiconque serait engagĂ© de prĂšs ou de loin dans la conception d’une nouvelle expĂ©rience. Fini de bricoler des bouts d’expĂ©rience par-ci, par-lĂ  : le design system permet d’assurer la cohĂ©rence et l’harmonie sur tous les pans d’expĂ©rience d’une marque. Un outil plus qu’essentiel Ă  l’ùre de l’expĂ©rience. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/bbkeynotedesignsystemversionenvoi1-190423120556-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> L’exposition Vasarely en cours actuellement au Centre Pompidou Ă  Paris nous le rappelle : l’art est aussi affaire de mĂ©thode, de systĂšme, de programme. L’oeuvre de l’artiste hongrois-français ne doit rien au hasard : dĂšs sa premiĂšre pĂ©riode artistique, il met au point un alphabet plastique, lui permettant des combinaisons infinies de couleurs et de formes - garantissant une harmonie entre toutes ses crĂ©ations, tout en rendant possible leur “industrialisation”. Digression ? Non, car les enjeux du design d’expĂ©rience aujourd’hui sont prĂ©cisĂ©ment ceux-lĂ . Cinquante-neuf ans aprĂšs “Alphabet VR”, ce sont les expĂ©riences qui doivent passer Ă  l’échelle. Et c’est exactement le propos du design system : une sorte de “toolbox” digitale Ă  destination des designers, mais aussi des dĂ©veloppeurs, chefs de projets et quiconque serait engagĂ© de prĂšs ou de loin dans la conception d’une nouvelle expĂ©rience. Fini de bricoler des bouts d’expĂ©rience par-ci, par-lĂ  : le design system permet d’assurer la cohĂ©rence et l’harmonie sur tous les pans d’expĂ©rience d’une marque. Un outil plus qu’essentiel Ă  l’ùre de l’expĂ©rience.
from Fabernovel
]]> 2304 3 https://cdn.slidesharecdn.com/ss_thumbnails/bbkeynotedesignsystemversionenvoi1-190423120556-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 Slack, the future workplace /faberNovel/slack-the-future-workplace-139392129 etudegafanomicsdefabernovelslackthefutureworkplace-longversionforslideshare1-190403094019
In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special. Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations? There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world. ]]>
In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special. Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations? There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world. ]]> Wed, 03 Apr 2019 09:40:19 GMT /faberNovel/slack-the-future-workplace-139392129 faberNovel@slideshare.net(faberNovel) Slack, the future workplace faberNovel In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special. Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations? There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world. <img style="border:1px solid #C3E6D8;float:right;" alt="" src="https://cdn.slidesharecdn.com/ss_thumbnails/etudegafanomicsdefabernovelslackthefutureworkplace-longversionforslideshare1-190403094019-thumbnail.jpg?width=120&amp;height=120&amp;fit=bounds" /><br> In this study Gafanomics by Fabernovel, you’ll discover what is, to us – FABERNOVEL is among Slack’s early adopters, using it since 2014 –, Slack’s secret sauce and what makes it so special. Slack is surely an incredible company with tremendous growth perspectives. But what does it mean in terms of work ideology? How can a single application transform culture, work relationships and, ultimately, entire organizations? There is a (work) life before Slack... and another one after it: let’s see how Slack has impacted the corporate world.
Slack, the future workplace from Fabernovel
]]> 22408 7 https://cdn.slidesharecdn.com/ss_thumbnails/etudegafanomicsdefabernovelslackthefutureworkplace-longversionforslideshare1-190403094019-thumbnail.jpg?width=120&height=120&fit=bounds presentation Black http://activitystrea.ms/schema/1.0/post http://activitystrea.ms/schema/1.0/posted 1 https://cdn.slidesharecdn.com/profile-photo-faberNovel-48x48.jpg?cb=1600164596 We believe technology has the power to build a better, more virtuous future for companies and everything around them. A future in which every employee is able to find his rightful place, feel useful, empowered and efficient. And in which every user feels cared for and respected. But to fulfill this vision, one must dare to invent, make and bring different audiences together around innovation. Building this future for your company, finding the strength to lead the brand new projects that will take your company even further: that’s what we’re all about. And it can be summed up in just two words: FABER and NOVEL. www.fabernovel.com https://cdn.slidesharecdn.com/ss_thumbnails/gafanomicsstudybyfabernovelisteslathedisruptorweneed-200701154049-thumbnail.jpg?width=320&height=320&fit=bounds slideshow/gafanomics-tesla-volume-2-is-tesla-the-disruptor-we-need/236475790 GAFAnomics Tesla Volum... https://cdn.slidesharecdn.com/ss_thumbnails/mirovaxfabernovelpost-covid-19consumerhabitscorporatestrategies-200414135131-thumbnail.jpg?width=320&height=320&fit=bounds faberNovel/lancement-de-recovery-sortie-de-crise-les-nouveaux-raisonnables Lancement de ReCOVery ... https://cdn.slidesharecdn.com/ss_thumbnails/keynote-talentkpis-200311103606-thumbnail.jpg?width=320&height=320&fit=bounds faberNovel/extract-study-talent-kpis [Extract] Study - Tale...