Intel RealSense, the Intel Curie module and Intel technologies for wearable devices are all examples of this latter category. A lot of other innovations happen across Intel: probably the most notable is the huge innovation from our Technology and Manufacturing Group, which continues its work on Moore s Law. At Intel, how do different project teams cooperate with each other? It depends. In some cases, there is a huge amount of cooperation and cross-pollination.
For example, our Intel Labs organization spends a lot of time and effort researching technologies that can help evolve Intel s current products. In those cases, there is a huge amount of joint work and collaboration between the researchers in Intel Labs and the engineers in the product business units. For instance, we partner with the Data Center Group to ensure they have the right technologies, accelerators and systems that continue to delight our customers. In other cases, a small team may be off by itself exploring an interesting technology or business idea.
These are essentially little start-ups within Intel and they may operate fairly independently and, in some cases, may be secretive. An example would be that we recently had an internal venture that was exploring new technologies and business models and, while that particular venture didn t turn into a business, it opened the door for other opportunities originally not seen.
It s fun to see how ideas evolve and can find use in different areas. What do you identify as the biggest challenge during your transformation from the PC era to the new digital boom? Intel has really smart people working in a range of areas everything from how to build the most powerful, capable and energy-efficient chips to people with PhD s in cultural anthropology, studying how people adopt and use all kinds of technology. The mission of my organization is to ensure that we move quickly to explore and realize new opportunities based on emerging trends and technologies. That means trying to get market quickly and iterating off of those initial offerings.
Intel has the tools and resources to take advantage of new models of computing, communications and experiences which are key to move quickly. What is Intel s vision for our future tech life in five years? Intel wants to make the most amazing experiences of the future possible. Right now we re looking at three ways to make this happen.
First we want to help create a world where everything is smart and connected. You can see this happening in our Internet of Things Group as well as the technologies for wearables, sports, fashion and related markets coming from my group. Second, Intel wants to be at the forefront of adding human-like senses to devices. The Intel RealSense cameras that can see and sense the world in three dimensions are prime examples of this. Finally, we see the cloud playing a huge role in processing, storing and making use of all the data generated by smart connected devices and by devices that sense the world like humans.
Now, all of that said, if I see an interesting opportunity that isn t part of these categories, I will pursue it immediately. The structure of my organization which is multi-faceted can change very quickly, depending on the opportunity. Expected to succeed the founder Masayoshi Son as CEO, this man is clearly injecting new dynamism into the year old Softbank.
Arora spent 10 years as an executive at Google, heading the global sales team and opening up new advertising markets before joining SoftBank last year. Another thing Arora undertook after joining the company was to look for opportunities in India through speed pitching sessions with almost 40 Indian entrepreneurs, in order to really understand the market. The CEO has a lot of hope in the growing start-up ecosystem in India and believes that now is a phenomenal time to be an entrepreneur in his country of origin.
When it comes to investing, Arora prefers start-ups that have proven products and a need to expand; there are also personal factors, as he reportedly said I only invest in founders who are willing to be my friends, hang out with me and build large companies. He also focuses his activities on developing innovative solutions for the storage and converged infrastructure industry, as well as future disruptive technologies.
As such, he will face an important transition this year. And how such massive companies with entrenched cultures will come together remains to be seen, but the process is certain to call on Desai s unique expertise. The subject of entrepreneurship is near and dear to my heart with research centers, like our 8-year partnership with the National Institute for Research in Computer Science and Control Inria. What measures will you implement to strengthen your leadership in the cloud? Nicolas Gaume. As one of the 3 biggest players in the Cloud, we distinguish ourselves on three main axes.
First, Microsoft is a committed player in the data protection of its customers. We also play the hybrid Cloud card, which allows our customers to choose to host data in their own data centers or in the Microsoft Azure Cloud, depending on their levels of sensitivity and requirements.
Additionally, the Azure Cloud is open and interoperable with many solutions on the market, such as RedHat or Linux. Finally, Microsoft is a cutting-edge player on all aspects of data from collection, processing to predictive analysis. These technological advances stem especially from our collaboration Leaders League. How do you accompany start-ups in digital? Having been a young entrepreneur, the subject of entrepreneurship is near and dear to my heart.
For students, the Imagine Cup competition rewards the most innovative projects in categories such as business creation, community projects or video gaming. We also have a special support program of 10 partner accelerators. We offer tech support and entrepreneurial expertise through numerous workshops, as well as our network of customers and partners to help start-ups develop sales.
Our own accelerator, Microsoft Ventures, further assists companies with great potential. Such support of young companies shows our ambition to add value to French start-ups while respecting their goals. Olivier Roberdet Co-founder, PRIZM Wanting to transform our music experience at home, this year IT genius launched Prizm, a context-conscious music streaming adapter that recognizes the tastes and moods of people in the same room to play music that everybody likes.
Having lost his wife to cancer, his decision to lead Grail is also largely personal. Can you define Perceptual Computing in the simplest of terms for our readers? Shunsuke Nakamura. It is the ability of an electronic device to sense what is going on in its near vicinity and provide appropriate feedback to create an enhanced human experience. There are many devices with sensors that can detect human behavior quite easily, and the rise of this technology is going to revolutionize the next frontier of human-computer interaction.
Winning at the Intel Perceptual Computing Competition gave us an international push and the confidence to move on from entrusted development to developing our own products. How is the innovation environment in Japan, financially speaking? In spite of the existence of a large market, the prospects for an entrepreneur in Japan are largely governed by the fact that people belong to an ageing society deeply rooted in old traditions, and the concept of one job for life still exists.
So it is not the easiest place to be an innovator or a disruptor. But some innovations, especially in sectors dealing with non-verbal communication like music, or emerging technologies like FinTech or IoT, are not related to nationality and hence attract funding more easily. In your view, how do design and technology come together in today s rapidly evolving entrepreneurial climate?
During the course of my PhD in design and technology, I came to realize that creativity does not always come in the form of a random set of ideas. It arrives from profound logical thinking. So I believe that entrepreneurs need to be logically creative, in order to come up with truly disruptive ideas. AI Develops a semi-autonomous driving system with limited resources Founded in , comma. A decade later, he surprised the world again by building an AI system for self-driving cars, closely emulating human driving behaviors.
Hotz comments and queries: AIs today are like small children, what can we do to grow them up?
Having secured funding from VC firm Andreessen Horowitz in March , Hotz expects to ship his first product by the end of , with a system compatible with the top five most popular cars in the US. He claims that his self-driving device is targeting a different customer sector than its main competitors, Tesla and Google, and that his product enables cars to drive in more diverse road conditions.
As a technologist and blogger who grew up in Kenya and Sudan, Hersman has always had a fascination with the application of technology to develop the region. His mobile app Ushahidi played a vital role in mapping violence during the Kenyan crisis in Later, he led the design and prototyping of a physically robust connectivity device which could hold enough power to survive a blackout, suited for a continent like Africa.
Erik regularly writes for two influential blogs called WhiteAfrican and Afrigadget, discussing technological innovation in Africa. The brain behind one of the App Store s most successful apps that provides professionally produced in-house content for all categories of cooks, Gao s motto: "anyone can cook". This app differentiates itself through its HD photos, videos, and step-by-step recipes, as opposed to amateurish content on most other cooking apps. The robotic printer is slated for worldwide release later this year. What gave rise to the initial idea of a Robotic Printer?
Was it a product that evolved before taking its current form? Tuvia Elbaum.
During my ten years of experience as an entrepreneur, I have had to move around a lot. I have had to work out of coffee shops, on the train, at parks, like a lot of people today. I had to go up to the odd barman or the lobby receptionist asking him to print a document for me. It annoyed me that in spite of having Internet connectivity on my phone or my laptop, I still had no way to print a document on the move. Without being able to find a solution for this online, I came up with an idea to create a truly mobile printer by making the cartridge move around on paper.
So my team and I took a remote controlled car, removed the body, and attached a printing cartridge to create the first working prototype. We tested different wheel sizes to perfect the movement of our working model, until we were confident that we had something substantial in our hands. Later this went on to become part of our Kickstarter crowdfunding campaign, along with a design of the actual Robotic Printer, which was still in its development phase. The product was hailed as a Kickstarter sweetheart. Was the viral nature of the campaign organic, or did you use some differentiated marketing tactics?
Before the campaign we never knew if people liked our product or believed in it as much as we did. So in order to test it in public, we just created a simple video with a couple of friends and put it on the platform, without spending a lot of money or creating a differentiated campaign for customer acquisition, like a number of Kickstarter campaigns do nowadays.
However, people really liked the product, so it got a lot of funding quite quickly. Within the first twenty four hours, it was already the second most popular product on the platform. Every week, Kickstarter came out with a newsletter, and our product got featured on it. That gave it a further push, and by this time we were receiving a lot of attention from the people and the press, who showered support. Somehow our product had gone viral.
What is the way ahead for your product once it is out in the market? Once the product is released to the public, and we have enough users, we will open it up to the developers in the market so they can create apps for it and find new ways to interact with their Robotic Printers. It could be a game, an educational app that helps kids to write and code, or an app for architects. The possibilities are endless. With so many companies moving to completely digitalized communication, do you think this product will still find relevance 5 years from now? The printing pattern has changed over the past few years.
People have become more environmentally aware and they don t print the way they used to ten years ago. They are more conscious about wasting paper or ink, which is expensive. Yet, people still find the need to print a document or two in simple use cases. Sometimes you would just need to print out your itinerary, plane tickets, or a receipt to attach to your Amazon package while returning it.
It is at times like these, that our Robotic Printer will bring value to its users. RealityMine is a consumer centric data collection platform which uses passive mobile data to analyze behavior, media consumption and advertising. Looking deeper into the whens, the whys and the whats, the platform can determine consumer behavior and analyze how emotions govern motivation to purchase.
By creating RealityMine, Rolfe William Swinton, has significantly advanced the role of mobile and wider digital research in the marketing industries and media agencies, helping to transform their business models. Yin s tech adventure embarked early: as a sophomore he already started work at Microsoft Research Asia on a facial-recognition project, which was later used in Xbox and Bing. In , with two schoolmates, this year-old entrepreneur created Megvii to develop image recognition and other artificial intelligence technologyies Today, the company boasts the most advanced facial recognition applications and counts Citic, China Merchants Bank, Meitu China s leading photo app developer and Ant Financial Alibaba s financial arm as key customers.
His dream? Helping machines to read and understand the world. Right after completing his education, Bhatt moved to New York with Tenev to pursue careers in the financial industry. To democratize access to financial markets, the duo moved back to California and came up with Robinhood, a zero-fee stock trading app. How did the idea of Kichink arise? Claudia de Heredia.
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The idea of Kichink started because we wanted e-commerce to skyrocket in Mexico and change its economy, applying what we like to call "commercial Inclusion", democratizing the tools to make e-commerce available to everyone. As an e-commerce site, what are the innovative aspects of Kichink? We are a model, we empower anyone to sell online through a completely managed platform that enables the stores to be up and running in no time, regardless of their size.
Our business model is quite different too, we charge a commission per transaction that means we are in line with our stores interests, more like a business partner than a provider relationship. As a Mexican woman entrepreneur, what are the chief difficulties you faced in the implementation of your business? I like to think of myself as someone who transforms this. Being a woman in this very male environment has empowered me, because I am different. I am the new voice, the fresh idea, and I use that towards my advantage. Of course I have had to face very chauvinistic encounters where people simply don t want to make business deals with a woman, but those are the exceptions.
What advice can you give to younger entrepreneurs in Latin America? I would advise them to try to make good products that solve problems in their countries and to be passionate, because being an entrepreneur is a lot of work. If you are not passionate about your project then don t do it. There is no one single cookie and the regulations of European data protection authorities are respected. How did you get the idea to target the search engine market dominated by an actor in a quasi-monopoly position?
Jean-Manuel Rozan. In , Google wanted to create an entire universe around its products, favoring its own services at its competitors expense. The intent of Internet neutrality was abandoned. It became thus possible to create an alternative purveyor of positive values. With Eric s savvy, we could adventure in a way that has proved useful and necessary for all: operators, users, media Unlike other government-encouraged attempts, it is users that have led us to success. With the public s adherence, the EU has decided to support us.
Google has built a closed universe under its control; Leaders League. Do you think users are mature enough on privacy issues to appreciate your argument on this matter? Internet users are looking for easy use and attach importance to the right to privacy. Our value proposition is based on excellent search results and good ergonomics. If faced with two offers of equivalent service quality, we naturally lean towards the one proposing additional promise. For us, confidentiality and non-use of data are icing on the cake.
Interactive examples, which use visualized animations to present AI search algorithms in a step-by-step way with explanations, are used to make learning more attractive. The dosage of drug for the Phase IIb was determined according to safety, tolerability and efficacy from the phase IIa study. However, it remains unclear if trends in financial markets can be anticipated by the collective wisdom of on-line users on the web. The other two acquisition lines were much noisier and difficult to interpret. Median age of the patients was 69 years range, 27 to 83 years.
When Google displays customized results related to targeting and data exploitation, one must ask who the winner is. The benefits for Google are obvious, but users stories are not that simple. We offer users freedom of choice, which they are deprived of with traditional search engines. At the very beginning, how did you handle the fact that your model requires two critical masses: users and drivers? Paulo Veras. We knew it would be a tough job to reach both masses. So, in the very begining, we reached out to the taxi drivers on the streets and explained the app to them. This was around , when smartphones were not yet popular as they are today.
It was quite difficult to convince a person that a device that he didn t have would connect him to an app that he never heard about, and then bring him passengers in a fast and economical way. However, only three years later, in , 99 became a market leader in the sector, reaching 40 million rides, 8. With 99top, the company proves its capacity to innovate and to adapt to the market trends.
How do you maintain the entrepreneurial spirit inside the firm? The commitment of the team surprises me every day. People who work here are passionate about what they do and constantly develop ideas and projects aiming to improve the quality of our services to users and taxi drivers, and also to make urban mobility better every day.
The best thing I can do is to keep them free to think and contribute with innovative ideas to constantly improve the 99 app. What are you main goals for the next 5 years? Our current focus is on the development of the Brazilian market, which has a lot of growth potential. We are working hard to continue as the market leader in our area of expertise and through our technology to contribute to improve urban mobility. Why limit people for their passports, if they can help develop communities with their skills?
Jobbatical is an Estonia-headquartered job matching site for year-long sabbaticals abroad in emerging tech cities like Penang, Nairobi or Tallinn. Launched in , the start-up is on a mission to build a global marketplace for career adventures. Jobbatical generates revenue by taking a small commission on each successful hire, and has set up a system with the hiring companies to help new employees relocate.
From being the youngest inventor in Estonia, to a leading TV executive and launching a multitude of channels, at which point did you exactly come up with the idea of Jobbatical? Karoli Hindriks. All of my previous experiences to this point have been necessary and somehow helped in coming up with the idea of Jobbatical. The company I started when I was in high school gave me the courage to go out of my comfort zone and experiment.
My experience with the continual hiring process during my time as a TV executive made me realize that hiring local talent in a place like Estonia is not the easiest task, and I concluded that this must be a problem that a lot of companies face in smaller countries which are not known for being tech or start-up hubs. Being a millennial myself, I understand how the norms in business are changing. Owing to the general instability in the job markets caused by the financial crises in recent years, we, as a generation, have come to the conclusion that having a safe job is not a necessity anymore, especially because the whole market is not safe in general.
We don t have to pretend to like jobs anymore. We are also much more curious to explore unknown places. Hence after successfully launching the whole suite of Fox International Channels in the Baltic regions and managing them for almost 7 years, when I decided to quit everything and go for a sabbatical in Malaysia, I wasn t very concerned about what people thought about my decision. In fact this turned out to be my first real jobbatical, and I decided to join Singularity University after moving to Silicon Valley thereafter. To what degree did your experience at Singularity University help you with Jobbatical?
Singularity University helped me believe that it is possible to make a global impact, even if you are from a random country like Estonia. The people I met there were in no means superior to me, they were just likeminded people with lots of experience. The experience gave me courage; it opened up my mind and instilled the faith in me that one day I might just be able to change the world. What has the response been like from Asian countries like Japan, where they consider that a job is for life? Japan is a country we really need to learn a lot more about to discover where we fit in.
Even then, the traditional nature of the workplace makes it very hard to convince companies to look outside their country for employees. Comparatively, it has been much easier to contribute to the job market in more open-minded Asian countries like Singapore, Indonesia and Malaysia.
It is our goal at Jobbatical to help with the creation of this global marketplace. What kind of socio-economic problems can be solved utilizing the data collected from Jobbatical in a couple of years? In a couple of years, we will have enough data to visualize entire sectors of the economy in particular countries, and be able to influence international policy makers to aid with the act of hiring based on talent and not geographical location.
We want to be able to get rid of certain biases in the hiring process like candidates with foreign sounding names, or weaker passports. If we succeed, it will open up a whole new range of job opportunities for people in countries with a surplus of talent, who can relocate to countries which could use their talents. Imagine that one day these people might see vivid colors thanks to correct glasses.
Interview with Don McPherson, Chief Scientist of EnChroma, a glass manufacturer dedicated to bringing color to the color blind and to enhancing the lives of million people. From where did your research into color deficiency stem? Don McPherson. I didn t choose to study color deficiency, it chose me!
As a matter of fact, when I started this subject, I knew nothing about it and had no clue where my work was going. As a research scientist, I had my doctorate in glass science and designed eye-protection glasses for laser surgeons. One day a friend of mine happened to wear these glasses and discovered colors that were previously muddled and muted to him.
I was very intrigued by this discovery, and since I don t like not understanding something, I wanted to figure out why. In your opinion, what is the greatest significance of tackling color deficiency? I think it is a new frontier where people realize that this is central to our interest, and not only economically. For example, currently in the USA, only 11 states test children s color blindness. While many boys and girls are identified as having learning disabilities, studies show that it s just not this simple.
Students with undiagnosed color deficiency could be mislabeled as slower learners, but when teachers don t know about this problem, they start treating children differently: they stop calling them, and instead of helping them, ignore them. When I heard about this, I decided that EnChroma could be part of the solutions and help treat these kids more fairly. Personally, every time I heard people say things like Wow, every brick looks so differently red, I was reminded about how wonderful our world is.
Many people tend to forget to appreciate our colorful planet, and these glasses can open our eyes to this. Apart from pediatrics, what are your other current focuses of work? We are working on contact lenses, which are more discreet to wear, and its research is going quite well. However, since this concerns biotech and involves contact with body issues, we need to go through the FTA approval, which takes time. We are also considering the possibility of collaborating with major manufacturers of contact lenses through patent application.
In addition, we are bringing production back under our own roof in California, in order to better monitor and control our manufacturing process, which is very unique and tricky. And we are also thinking about raising an additional two to three million dollars so as to expand into other countries and recruit more retailers and distributors. What have you done well so far, and what would you have done differently if you could go back?
On the positive side, we have been very careful about managing our PR and super honest with people from the very beginning about what they can truly expect from our glasses. On the other hand, we should have waited a little bit to raise more money and fully develop the product, but we didn t expect the complexity of the situation and launched too soon. We encountered manufacturing difficulties, the glasses cost was very high, the frames were horrible, people couldn t use them in the sports, and it wasn t possible to do prescription lenses or ones for kids because our coating technology wasn t mature enough.
In a word, it was very stressful for us to fix all the details at that time. But people liked our glasses and therefore we carried on! Where do you see EnChroma in ten years? A lot of amazing things could happen over such a long time. For example, I hope a rich organization could purchase 1 million glasses to send to developing countries. Or it would be great if we could find a business partner who has a well-developed global distribution system and knows how to sell to every corner of the world. We are currently selling around 30, pairs per year, compared to a market of million people, so there is huge potential to do much more.
Born in , Wang s lofty dreams started at young age, when he read a comic book on the explorations of a red helicopter. Believing that the products alone can deliver his messages, Wang seldom speaks in public or accepts interviews, which makes his recent speech at Shenzhen University even more precious, where he advised new students: If you just follow the main stream without knowing where to go, you will never have tail wind along your journey. At the helm, Wang clearly knows where to steer DJI in the future: discrete but sure, he is piloting a global drone revolution.
Salman Khan was working as a hedge fund analyst when he started using online tools to teach his cousin in math. Salman Khan s mission is to accelerate learning for students of all ages. With this in mind, we want to share our content with whoever may find it useful. The choice of a non-for-profit organization is motivated by the aim to create an institution that will last for generations and be accessible to everyone.
Jumia has experienced continuous growth since to become an e-commerce leader in Africa. What are the reasons for this rapid success? The market is more of a success factor than the team or the quality of execution, and figures confirm our early intuition. The culture of AIG, holding group of Jumia, also accounts for this success: difficult situations do not scare us, and we love complexity. In spite of existing opportunities, few companies wanted to go to Africa due to difficulties, especially in logistics. There is thus no miracle.
So this success is the sum of a lot of work, daring and most of all resilience! What are the challenges for entrepreneurs in Africa? Africa is the new frontier for business, full of opportunities for those who want to work well, but we must naturally think of risks and ask the right questions. It is still very difficult to find well-equipped talent to deal with start-ups problems.
Places like Silicon Valley and Berlin have allowed talented entrepreneurs to exchange, meet and form networks. This is not yet the case of Africa, which represents a real handicap. Moreover, entrepreneurs naturally need funds to start their business, but the African financing market is still too small. The company provides an easy-to-use mobile app for all its customers, which allows them to order room service directly from their smartphones, as well as check in and out of the hotel without having to wait at the reservation desk.
Ritesh Agarwal. When we launched in India, the problem was not as much about making hotels or bed-and-breakfast properties discoverable, as it was about building trust and credibility in a segment where customers had no benchmarks or recommendations to go by. There was not a single hotel brand or travel website that guaranteed quality accommodation in the budget-hotel category.
This was for a reason standards of service and amenities in this category just did not exist. So with OYO, we set about building a predictable and standardized experience for guests, and ensuring that we secured enough inventory so that anytime availability was not a challenge. In a little over a year, the OYO brand name has come to symbolize value-based offerings of clean rooms with assured amenities such as free wifi and complimentary breakfast.
By taking care of these basic expectations of travelers, we have now built India s largest network of branded hotels. Unlike us, Airbnb does not control guest experience through standardization because one of their USPs is authentic and local experiences. While this can appeal to niche leisure travelers, family travelers and business travelers prefer to have such deliverables and expectations outlined and do not like surprises.
This has contributed to our success in the category compared to older, well-established players in online travel. Do you think this concept would have worked in any other country? OYO pioneered a business model which is a first in the world. I believe that the OYO business model has potential in markets such as South East Asia, Africa and South America where unbranded hotel supply is fragmented and under-serviced. But India, where the Internet population is booming, primarily through youth who are increasingly adopting smartphones, was probably the best place to launch this business and demonstrate its success.
We are keeping a close watch on international markets. In January , we launched our international expansion with Malaysia because of the attractive market characteristic of sizeable Internet and mobile penetration which is complementary to our approach. We will continue to tap other markets at the right time. The things that investors find most attractive are a clear vision, the ability to execute, and team-strength.
OYO was conceptualized to solve a really big problem in the hospitality sector. It unlocked a massive opportunity that had existed but wasn t available until we took the lead. Clearly, our business plan had long-term sustainability that was attractive to our investors. We also have extremely talented folks at the leadership level, and investors trust our abilities to execute our plans. Considering you started your first business at age 17, and went on to win the Peter Thiel fellowship without ever setting foot in a business school, how important do you consider a formal business education?
I am not a big believer in formal education but neither do I dissuade folks from it. It really depends on what works for a person, at their particular life-stage. I think it is important to follow your dreams. Life is the best teacher, and all my learning has been on the job.
I loved the Thiel Fellowship experience because it gave me an opportunity to experience what being part of a network and ideating with like-minded folks feels like. I don t miss that anymore because now I have over a thousand folks who are working with me day in and day out to solve the very problems I want to solve. What will be the biggest challenges for Hotel Urbano in ? Maurizio De Franciscis. The biggest challenge for Hotel Urbano, especially in the first half of , is to set up business processes to organize our growth more sustainably.
We have grown substantially over the past few years and our focus right now is to improve productivity and efficiency. We need to make sure we become a scalable business. We want to be able to absorb future growth without increasing the level of complexity of the business and the number of people in the management team. Since I started as CEO of Hotel Urbano days ago, we have filled some important gaps in talent and skill that existed within the company.
Today we have a team, which although not yet fully complete, I believe is much stronger. We are currently building the foundations of a great momentum for Hotel Urbano in the near future, especially in This is where our plan is going to take us. How do you make sure Hotel Urbano keeps its edge over competition? The best way to do that is actually not to focus on your competition but instead to focus on your customers.
We re constantly trying to move one step closer to our customers, and this has had great impact on our market position. It can be really tricky because customers usually move very fast. Especially here in Brazil, people are becoming better educated on online purchasing, travel, mobile and social platforms.
So to keep your edge over competition you should focus on customers and really design the company according to what they need Before founding Palantir, he created his own investment fund, the Caedmon Group, where he worked as a money manager for high-net-worth individuals, but his fund turned out to be successful during only two years. He then moved towards the high-tech data analyzing industry together with his former Stanford classmate Peter Thiel, also the co-founder of PayPal, in partnership with Joe Lonsdale, Stephen Cohen and Nathan Gettings, to launch Palantir in , a B2B company specializing in detecting the signs of terrorism or unlawful activities such as fraud by diving through large quantities of data.
Remaining discrete in the first six years of its business, their company received its early investment from In-Q-Tel, CIA s investment arm, and cooperated closely with U. By the word of mouth, this secretive data mining company extended its service to JP Morgan in , thus starting to drag attention and now works for government agencies as well as major banks and corporations. An electronic engineer and neuroscientist, Dr.
The hand-tracking, mind-reading technology that Tadi has developed, aims to help patients suffering from neurological disorders to recover faster than with traditional physical therapy. This led to Dr. The device, MindMotion Pro, is certified for use in European medical centers. As the pioneer in fast-fashion industry, Inditex is well-known for its logistics system and short product cycle.
Isla also launched the Global Water Management Strategy to secure the sustainability of water as a resource, cooperating with suppliers which endorsed the strategy. He also launched the Roba Amig program to donate garments to those in need, and created the ZNormativa model to further improve Inditex s waste management. Olin College has an impressive track record. Pratt focuses his activity in the field of robotics and intelligent systems. But this ambitious project seems keen to do more than make cars smarter and safer, and the TRI s development is crucial, as pointedout by its CEO: We believe we can significantly improve the quality of life for all people, regardless of age, with mobility products in all aspects of life as an ultimate aim is also to use AI to aid seniors with both in and outdoor mobility.
Group IP Director, he leads the battle against counterfeiting and is engaged in many actions on civil, administrative and criminal levels, especially in China. How does counterfeiting affect the wine and spirits industry? Mathieu Prot. In our industry, counterfeiting takes the form of the recycling of authentic bottles. These bottles are then filled with a spirit that is not the original one, which can be hazardous to health. Unlike other traditional luxury items, the consumer of counterfeit spirit is always an unwitting victim - because nobody wants to drink fake alcohol. The fight against counterfeiting is thus also a way to protect our consumers.
The advent of the digital age also requires us to rethink our anti-counterfeiting policy. Digitization occupies an increasingly important place in the strategy of large companies, because it enables the brand to establish a direct link with the consumer. The digital also presents a risk by creating new spheres of action and exchange for counterfeiters. For this reason, we have developed tools to monitor and detect the sale of counterfeits on the Internet. In spite of the small part of e-commerce in our industry, it is important today to lay the bricks of the protection of our brands in the digital era to anticipate the development of these distribution channels, particularly by approaching major online sales platforms.
What methods have you used to combat counterfeiting? As co-leader in our industry, we invest significant resources to ensure that nothing will impede the positive experience of our consumers with our brands. In terms of organization, we estimate it is more effective to involve all the stakeholders in the company in the fight against counterfeiting. In China, we have thus created the Blue Lotus Project, a structure of internal coordination bringing together the expertise and knowhow of engineers, in-house lawyers, investigators and communication specialists. Since counterfeiting affects the entire industry, we do not act alone.
We share a large part of our investigative resources with 9 other international spirits producers federated to the International Federation of Spirits Producers IFSP. Every day, over a hundred investigators crisscross the country shops, bars, karaokes to ensure that the products proposed to consumers are authentic. If applicable, the Chinese police are notified and can launch raids, seizures and arrests.
Since , this project is improving day after day: we launch criminal actions and closely monitor the sentences against Chinese counterfeiters. As long as there is one counterfeited bottle in the market, we will take action. How do you sensitize the courts of emerging countries to intellectual property?
We believe that the counterfeiting of products intended for human consumption, such as wines and spirits, should be treated more seriously than any other type of infringement of intellectual property. In collaboration with the IFSP, we act every day to sensitize the authorities to the anti-counterfeiting fight.
We meet regularly with the Chinese government to support our efforts, and I am very pleased to say that this collaboration is bearing fruit: since the launch of the Blue Lotus Project, through numerous seminars and meetings with local and national authorities, we have witnessed a gradual yet steady change in the situation.
China is now one of the countries filing the most patents and pays very close attention to the protection of intellectual property, although I believe that we should not be complacent. At the international level, the cooperation with the European Union, chambers of commerce and our embassies is also essential to sensitize the Chinese government for the highest levels of political decision-making. Space 10, the lab IKEA launched in in Denmark, focuses on finding solutions to improve future urban quality of life. IKEA also plays an active role in renewable energies.
It owns , PV solar panels and off-sign wind turbines, and it invested million Euros in renewable energy in An example of the latter is the company s union with Indian social entrepreneurs to secure jobs for rural women. For example, Burberry s former CEO Angela Ahrendts hopped to Apple to lead retail and online stores, while its first and current head of digital marketing, Simon Gresham Jones, emigrated from Microsoft. In he led the clothing brand s launch of its own social media site, Art of the Trench, which attracted over , unique users during first week.
His initiatives continue: introduction of Burberry Kisses, partnerships with Apple and WeChat reinforcing the fashion show experience with the interplay of digital, physical, social and mobile, setting the bar for how luxury brands can fully utilize technology. What is the impact of the development of e-health on your business? Hassan Safer-Tebbi. E-health is the digitalization of key processes. It corresponds to the emergence of technology and strong societal expectations of economic efficiency and decompartmentalization of healthcare pathways. For industrials, technical frameworks of system interoperability are set by the State.
Infrastructure ranges from big data to small-image compression software within this canvas.
At Siemens, we offer cross-spectrum solutions. One of the major issues is instant access to distance information, as with tele-radiology. At the other end of the spectrum, our collaborative system Teamplay is based on the considerable quantity of data collected by our equipment to facilitate decision making. Thanks to a great number of benchmarks, health professionals can better optimize prescribed care depending on situations.
Site productivity can therefore be evaluated on tangible elements, and areas for improvement emerge quickly. How do you see the emergence of new competition in your industry? I have an interested but calm view of these new actors. Of course, they arouse my interest due to their competing offers; however, these firms are often positioned on other segments, such as the Quantified Self. For years, our competitive landscape was wide, especially in our in-vitro activities and imaging. As to the above-mentioned calmness, it comes from our Siemens Touch that characterizes our offers on the market.
In September , Marriott launched its own Digital Content Studio, overseen by Beebe, to explore the concept of travel with consumers using attention-grabbing content: short films including Two Bellmen and French Kiss, which have respectively garnered over 5 and 6 million views on YouTube , music videos, TV series and interactive stories on Snapchat. Mauro Moretti, former CEO of Trenitalia, the primary train operator in Italy, led the company to first-time consolidated profits, as well as ambitious projects, such as the launch of Frecciarossa, the Italian high-speed train.
At the head of Finmeccanica since , this electronics engineer has focused his activity on the company s restructuring and transformation, concentrating all the core business of aerospace, defense, and security into a single company. On a visionary path, Moretti also sees a great future for drones, helicopters and unmanned airplanes.
His business model is based on a perfect combination of marketing, technology, and content, but mostly the intuition that we live in an on-demand world, where almost everything can be instantly chosen and quickly personalized. This huge Netflix market penetration is giving the best storytellers the opportunity to reach audiences in every corner of the world, and thus creating the possibility of building connections between distant cultures. R In addition to ensuring the security of 51 million transactions annually, Bhalla has also led the creation of the MasterCard DigiSec Lab, which combines biometric technology with online payment security measures to deter fraud and false declines.
Elumelu has played a major role in the transformation of Africa into a start-up-friendly region, which can solve its own socio-economic problems through innovation.
Professor of Agriculture Sciences at the University of Foggia Italy Winner of the NutriAwards rewarding innovation in nutrition and health Project member: Aldo Di Luccia of Foggia University and Carmela Gianfrani of Italy s national research council CNR A group of Italian scientists headed by Carmen Lamacchia has developed a method to modify a protein in wheat gluten so that it does not spark the damaging reaction suffered by people with coeliac disease, which affects people with Western Caucasian ancestry, although many sufferers go undiagnosed.
The team has patented its method for creating friendly gluten in Italy and in the rest of the world. New Gluten World is a spin-off of the University of Foggia in partnership with Gruppo Casillo, an international market leader in the acquisition, processing and sale of wheat. Sustainable investing has evolved from energy efficiency to a much broader resource efficient approach When sustainability has become an absolute necessity, what is the impact of technology on our use of resources?
Access Holding a B. Samer Salty. Zouk s DNA is all about a broad approach to investing in the clean and efficient economy. We have a distinctive dual track strategy of managing both Growth Capital and Infrastructure funds, which we believe capitalizes on the wide spectrum of investment opportunities created by the global shift to greater resource efficiency. Our ambition is to build resource-efficient companies and clean infrastructure assets that generate economic and sustainable value. How have the investments in the Cleantech sector evolved over last decade? We believe there has been quite a natural evolution in sustainable investing over the past ten years, which today goes beyond the traditional mandate of cleaner and greener to encompass a broader resource efficient approach.
For our investments, efficiency is not simply about doing more with less ; it is about using technology to uncover improvements in resource consumption. Technology is driving resource efficiency and sustainability. Technology has indeed become integral to sustainability. Take Tanzanian solar-as-a-service company, Off Grid Electric as a prime example of how technology is key to its success.
Not only is it providing affordable solar to homes across Tanzania, it is technology that allows Off Grid Electric to be the world s first massively scalable solar service. It is the way the system works, managed through IT and mobile payments, that makes this business so disruptive. It is not simply about light, and yes the solar power offers x the illumination of one kerosene lamp, but it is much more about how the Internet of Things is lighting up Africa with a possible 50 million homes gaining access to light and electricity through this revolutionary approach to technology.
What are your criteria of selecting investment targets? If we look at our growth capital team and their investments in resource efficient businesses, then we are looking primarily at European companies, which are at a stage in their development that requires growth-stage capital, the companies must have commercially proven technology and we are active hands on investors.
We have investments in sectors such as Fintech, cybersecurity, and Internet of Things. What are the current challenges or risks in the sector? What can private equity do to support and develop resource efficiency? As I mentioned before, the objective of resource efficient investing was traditionally to do more with less - such as substitution, reduction or recycling of materials, water or energy. The widespread adoption of digital technology is driving an explosion of new digital resources such as data, networks, and computing power and creating new efficiency mechanisms such as digitization, connectivity, analytics, automation and machine intelligence.
Zouk views these new resources and efficiency mechanisms as significantly expanding the scope for delivering disruptive efficiency gains with lesser dependence on constrained physical resources. One of the main challenges is the understanding of how sustainable investing has evolved from energy efficiency to a much broader resource efficient approach. Alongside supporting the companies we believe best fulfil these criteria, we are also in a position to promote a wider understanding of resource efficient investing in business as a whole and the positive impact this approach makes on the future of a clean and efficient economy.
What do you think will be the next big thing in sustainable investing? There is no doubt that the next big thing is the opportunity itself. While resource scarcity will long remain a critical issue, it is no longer only a green approach that addresses the dilemma. Technology is filling the void and creating highly efficient sustainable businesses efficient in resources and efficient in business model.
It is our job as investors to support the growth and development of these companies. Today, I would say there is no doubt that the biggest driver of a sustainable approach to investing is the revolutionary effect of technology. Founded in by Saeed Amidi, the company has helped over 3, start-ups to date, with the help of its network of over corporate and investor partners. Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies.
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