tag:blogger.com,1999:blog-56500890015064524472024-03-18T02:48:28.694-07:00IT ManagementLes nouveaux usages d'aujourd'hui seront les business de demain.
Revue de presse sur les tendances et évolutions technologiques utiles.
http://theitwatcher.fr/.The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.comBlogger10777125tag:blogger.com,1999:blog-5650089001506452447.post-85052619296504300232014-06-26T04:26:00.003-07:002014-06-26T04:26:54.448-07:00Big data : un accélérateur pour les constructeurs automobiles<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://business-analytics-info.fr/archives/6191/big-data%C2%A0-un-accelerateur-pour-les-constructeurs-automobiles/<br />
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<span style="background-color: white; color: #676767; font-family: Arial, Helvetica, sans-serif; line-height: 34px;">14/06/2014 </span><br />
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Les constructeurs automobiles sont entrés dans l’ère des big data. Conception des véhicules, préférences des acheteurs, maintenance, aide à la conduite, consommation énergétique, etc. des millions de données sont désormais analysées au quotidien pour permettre aux constructeurs d’innover. C’est le cas de Ford, qui analyse les réseaux sociaux afin de personnaliser ses voitures en tenant compte de l’avis des futurs acheteurs.</div>
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<span style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin-right: 15px;"><img alt="data auto" class="attachment-article-post-thumbnail wp-post-image" height="118" src="http://business-analytics-info.fr/wp-content/uploads/2014/06/data-auto-178x118.jpg" style="background: transparent; border: 0px; display: block; float: left; margin: 3px 15px 10px 0px; outline: 0px; padding: 0px; vertical-align: baseline;" title="data auto" width="178" /></span><div style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; outline: 0px; padding: 0px 0px 5px; vertical-align: baseline;">
Jusqu’à maintenant, la plupart des programmes analytiques des constructeurs automobiles se cantonnaient à une dimension commerciale : meilleur ciblage publicitaire, fidélité client et bien sûr vente en ligne. C’est désormais au long du cycle de vie du véhicule que l’analyse de données creuse son sillon : de la conception à la maintenance, de la conduite assistée à la recherche d’un itinéraire ou d’une place de parking, les big data font désormais partie intégrante des processus opérationnels des constructeurs. Par ailleurs, la voiture devient un objet connecté et à ce titre, une source de données très précieuse, notamment pour les problématiques de maintenance ou de conduite assistée.</div>
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Chez Ford, au-delà des améliorations apportées grâce à un ordinateur de bord connecté et intelligent, capable de réagir face à tel ou tel événement, l’analytique est devenue une discipline stratégique, notamment dans la conception de ses véhicules. Les commentaires des utilisateurs sur les réseaux sociaux sont ainsi passés au crible pour améliorer différents aspects de la conception. A la différence des sondages et des « focus groups » utilisés dans le passé, les réseaux sociaux permettent aux utilisateurs d’expliquer leur point de vue, ce qui offre une compréhension plus profonde de leurs besoins.</div>
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Selon le data scientist en chef de Ford, si les travaux d’analyse sont centrés sur le client, leurs interlocuteurs privilégiés sont les dirigeants de l’entreprise. Ainsi l’analytique permet de comprendre l’industrie automobile dans son ensemble et de dégager une connaissance à multiples facettes qui sera utilisée ensuite dans différents aspects du métier de constructeur automobile. Mais si les data scientists gagnent en pouvoir dans ce secteur, ils doivent aussi apporter la preuve de l’efficacité de leurs analyses pour bénéficier du soutien de leur direction générale. C’est à cette condition que « les données remplacent les opinions et imposent l’objectivité ».</div>
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<a href="http://www.usine-digitale.fr/article/comment-les-big-data-influencent-la-strategie-de-ford.N266144" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Lire l’article</span></span></a></div>
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En complément :<br /><a href="http://www.latribune.fr/opinions/tribunes/20140325trib000821791/quand-le-big-data-revolutionne-l-automobile.html" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">un voyage dans le futur dans une voiture alimentée aux big data</span></span></a>et <span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://www.usinenouvelle.com/article/general-motors-mise-sur-les-big-data.N203586" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">un article sur la stratégie big data de General Motors </span></a></span></span></div>
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A lire sur Business Analytics Info :<br /><a href="http://business-analytics-info.fr/archives/5380/ford-passe-au-vert-avec-les-big-data/" style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">« Ford passe au vert avec les big data »</span></span></a>et <span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://business-analytics-info.fr/archives/4845/lanalytique-au-coeur-des-nouveaux-modeles-dinnovation/" style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">« L’analytique au cœur des nouveaux modèles d’innovation » </span></a></span></span></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com19tag:blogger.com,1999:blog-5650089001506452447.post-50480394513924797262014-06-26T04:21:00.002-07:002014-06-26T04:21:59.332-07:00Big Data : cordon ombilical entre marques et consommateurs<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.influencia.net/fr/actualites1/media,big-data-cordon-ombilical-entre-marques-consommateurs,40,4169.html<br />
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PUBLIÉ LE 12 FÉVRIER 2014</div>
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<b>Les données vont-elles devenir le trait d’union ultime entre une marque et sa cible ? Pour en arriver là il va falloir, avec patience, explorer le monde de la data qui lui, ne cesse de s’agrandir...</b><br /></div>
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Big Data, Open Data, Smart Data... Les termes sont nombreux pour décrire la masse gigantesque de données aujourd’hui en circulation. Selon une étude d’<a href="http://www.idc.fr/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>IDC</strong></span></a> financée par le cabinet de conseil <a href="http://france.emc.com/index.htm?fromGlobalSiteSelect" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>EMC</strong></span></a>, les données numériques créées dans le monde seraient passées de 1,2 zettaoctets en 2010 (1 zettaoctet représente 1021 octets) à 2,8 zettaoctets en 2012 pour atteindre... 40 zettaoctets en 2020. Et ces chiffres ne représentent qu’une vague estimation car selon certains professionnels, il est désormais impossible de quantifier les données mondiales.</div>
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<strong><span style="font-size: small;">Le plus gros reste encore à faire</span></strong></h3>
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Ce volume astronomique d’informations peut se présenter sous la forme de textes, d’images ou de statistiques liées à Internet. Ces données peuvent également être publiques (on parle alors d’Open Data), être liées à une position géographique (adresse IP ou positionnement par GPS) ou appartenir au domaine privé de la personne. Longtemps, les entreprises et les associations n’ont pas osé ou pas pu puiser dans cette mine incroyable d’informations pour entrer en contact avec leurs clients, leurs prospects ou leurs possibles adhérents mais l’évolution des technologies et des mentalités commence aujourd’hui à changer la donne, même si le plus gros du travail reste encore à faire...</div>
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<strong><span style="font-size: small;">L’ère de la « paleo-data »</span></strong></h3>
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Près de la moitié des responsables marketing jugent que leurs datas sont l’actif qu’ils utilisent le plus mal aujourd’hui et à peine 10% se servent systématiquement de ces données pour définir leurs stratégies commerciales, si l’on en croit une enquête de<a href="http://fr.teradata.com/?LangType=1036" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>Teradata</strong></span></a>, le leader mondial des solutions analytiques. La plupart des sociétés n’ont toujours pas les outils pour tirer profit des informations qui sont à leur disposition. Un sondage effectué en mars 2013 par <a href="http://www.cmocouncil.org/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>CMO Council</strong></span><strong> </strong><strong> </strong></a> <strong> </strong><span style="text-decoration: underline;"><strong>et SAS</strong></span> montre ainsi qu’à peine 15% des entreprises interrogées jugent posséder les capacités de stockage et le personnel qualifié pour analyser leurs datas. La grande majorité des employeurs (71%) estiment être encore loin du compte. Plus de la moitié des sociétés jugent pourtant que ces données leur ont déjà permis d’identifier de nouvelles opportunités de croissance (52%) et de plus facilement entrer en contact avec leurs clients (44%).</div>
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<strong><span style="font-size: small;">Le fantasme du Big Brother</span></strong></h3>
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Les « <em>datas</em> » englobent un spectre très large d’informations plus ou moins accessibles. « <em>Ce terme recouvre énormément de choses et cela crée beaucoup de confusion dans l’esprit des gens</em>, confirme <strong>Yan Claeyssen</strong>, fondateur et co-président d'<strong>ETO/ groupe Publicis</strong>, et vice-président de l'<a href="http://www.aacc.fr/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>AACC Customer Marketing</strong></span></a>. <em>Il y a tout d’abord les données individuelles qui peuvent être nominatives et personnelles mais ces dernières sont très peu utilisées, et quand elles le sont, l’entreprise doit obtenir au préalable l’accord de la personne intéressée. Il ne faut donc pas croire au fantasme du Big Brother. Il y a aussi les Open Data qui sont disponibles pour tous. On peut aujourd’hui connaître beaucoup de choses. Il est ainsi possible de savoir, grâce notamment à la géolocalisation ou aux adresses IP, le parcours d’un client en ville ou sur le net. Quand une personne surfe sur un site, utilise sa carte de fidélité dans un magasin ou circule dans les transports publics avec son passe <strong>Navigo</strong>, on est capable de le suivre. Avant, une société comme <strong>La Redoute</strong> envoyait son catalogue chez les particuliers et elle attendait de recevoir leurs commandes pour découvrir les produits les plus populaires. Aujourd’hui, ce vépéciste met ses références en ligne et il peut savoir en temps réel quel client est allé sur son site, qui a cliqué sur tel ou tel produit et combien de temps un consommateur a passé à lire une page particulière. Cette collecte de données, quand elle est bien exploitée, permet au distributeur d’offrir à chaque consommateur le produit qu’il souhaite au moment qui lui convient le mieux.</em> »</div>
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<strong><span style="font-size: small;">La Data , une entremetteuse</span></strong></h3>
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<strong>Burberry</strong> fait figure de précurseur dans ce domaine. Dès son arrivée dans une boutique de la marque, une cliente, qui est de passage à Londres pour un voyage d’affaires, est aujourd’hui accueillie par un vendeur qui lui propose les nouveautés qui peuvent potentiellement lui plaire en fonction de ses achats précédents, des tweets qu’elle a postés sur la Toile et des études d’instituts spécialisés dans l’analyse des nouvelles tendances de la mode. L’ employé peut aussi lui présenter, sur sa tablette, des petits films montrant des mannequins qui portent la robe qu’elle a sélectionnée et le conseiller a la possibilité de lui préciser si l’article est disponible dans la boutique la plus proche de son domicile ou si elle souhaite qu’il lui fasse livrer sa tenue à son appartement. La « <em>magie du data</em> » commence à prendre tout son sens...</div>
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Le plus intéressant est que toutes ces données étaient déjà présentes au sein de l’entreprise. Ses dirigeants ont juste mis en place un système pour les collecter et les traiter. « <em>Les sociétés regorgent de datas</em>, constate <strong>Charlotte Hoang-Bitar</strong>, la fondatrice de<a href="http://datagency.net/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>Datagency</strong></span></a>, une agence parisienne spécialisée dans la « <em>Data Communication</em> ». <em>La direction générale, les ressources humaines, les finances, le marketing... tous ces services ont dans leurs bases de données un trésor de connaissances qu’ils n’utilisent pas</em>. »</div>
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<strong><span style="font-size: small;">Piocher les bonnes données sur la Toile : compliqué</span></strong></h3>
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Le traitement de ces informations n’était pas très aisé jusqu’à récemment. « <em>Mais les prix des serveurs ont beaucoup baissé et les logiciels sont de plus en plus performants</em> », note <strong>Y. Claeyssen</strong>. Si utiliser ses propres données n’est déjà pas une chose facile (<strong>Walmart</strong> archive chaque... heure plus de 1 million de transactions qui s’ajoutent à sa base de données qui contient déjà 2,5 petabytes, ce qui représente 167 fois le volume d’informations contenues dans la bibliothèque du Congrès aux Etats-Unis), « <em>piocher</em> » les bonnes datas disponibles sur la Toile est une mission encore plus compliquée. Ce n’est pas un hasard si les géants de l’informatique ont dépensé ces dernières années plus de 15 milliards de dollars dans l’achat de sociétés spécialisées dans la gestion et l’analyse de big datas. Ce marché qui représente déjà près de 100 milliards de dollars, selon <strong>The Economist</strong>, progresse de 10% par an soit un taux de croissance deux fois supérieur à celui des ventes de logiciels...</div>
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L'une des entreprises particulièrement en pointe dans la collecte et surtout la « <em>compréhension</em> » des données disponible est... française. Son nom ? <a href="http://www.synomia.fr/fr/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>Synomia</strong></span></a>... Cette société de 25 personnes, basée dans la proche banlieue parisienne, propose à ses clients une analyse en profondeur de tout ce qui est écrit sur le Web à leur sujet. En collaboration avec le <a href="http://www.cnrs.fr/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>CNRS</strong></span></a>, elle a développé et breveté une technologie qui permet d’exploiter scientifiquement et très finement la masse de contenus textuels diffusés sur la Toile, ce que les spécialistes appellent « <em>la big data non structurée</em> ». « <em>Nous indexons chaque jour plusieurs millions de pages sur la Toile</em>, explique <strong>Martin Grosjean</strong>, un des deux co-fondateurs. <em>Quand une entreprise vient nous voir, nous cherchons et analysons par exemple les 3 000 sites qui sont les plus proches thématiquement de celui de notre client et nous repérons les 10 000 mots ou expressions les plus importants à son sujet ou sur un thème qui le concerne</em> ».</div>
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La société, qui s’est associée en 2013 avec <strong>TBWA</strong>, peut ainsi positionner ses clients sur la Toile, détecter des « <em>bruits</em> » annonceurs de futures tendances, analyser les réponses de plusieurs dizaines de milliers de salariés à un questionnaire interne ou étudier tous les tweets autour d’une marque. « <em>Nous sommes également capables de dire précisément à un client ce qu’il doit écrire sur le web pour faire passer son message et nous allons jusqu’à contacter des bloggeurs avec des proposition de textes qu’ils peuvent mettre sur leur site</em> », complète <strong>M. Grosjean</strong>. Les consommateurs semblent tout particulièrement réceptifs aux messages adaptés à leurs besoins et à leurs envies. «<em> Seule une toute petite minorité de personnes semblent réfractaires à ces prises de contact directes</em>, note<strong>Y. Claeyssen</strong>. <em>Les gens ont compris que les sites ont besoin de publicité pour vivre s’ils ne veulent pas facturer leurs services et au lieu d’être saturés d’annonces en tout genre, ils préfèrent recevoir des pubs qui correspondent à leurs goûts.</em> » La data permet ainsi de capter et de fidéliser de nouveaux clients. Et ce phénomène est appelé à se développer très rapidement dans les toutes prochaines années. « <em>Le mobile va devenir le cordon ombilical en termes de prise de contact entre les marques et les consommateurs</em> », prédit le fondateur d'<a href="http://eto.fr/" style="color: black; text-decoration: none;" target="_blank"><span style="text-decoration: underline;"><strong>ETO</strong></span></a>. Les sociétés qui parviendront à analyser et à interpréter les datas disponibles à la fois dans leurs bases de données et sur la Toile seront celles qui parviendront à tisser le lien le plus solide avec leur clientèle.</div>
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<strong><span style="font-size: small;">Les big datas se démocratisent</span></strong></h3>
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Longtemps, cette approche était réservée aux grands groupes qui étaient les seuls à pouvoir financer l’achat de gros serveurs ou embaucher des informaticiens de haut vol. Mais aujourd’hui, les big datas se « <em>démocratisent</em> ». <strong>Google Analytics</strong> fut un des premiers à comprendre la nécessité d’offrir des interfaces simples d’utilisation et accessible à tous. Un très bon outil de pédagogie pour faire ses premiers pas dans l’analyse de données. Car ce qui est vraiment nouveau, c’est l’utilisation des datas par des PME ou des artisans pour préserver ou déclencher une relation avec sa cible. Désormais la donnée n’est plus le monopole de grandes entreprises ou de start-up spécialisées. Elle est disponible pour tous et ce n’est qu’un commencement...</div>
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<strong>Frédéric Therin</strong></div>
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<strong>Illustrations : <span style="color: black; text-decoration: underline;"><a href="http://www.jeffpag.com/" style="color: black; text-decoration: none;" target="_blank">Jefferson Paganel</a></span></strong></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com3tag:blogger.com,1999:blog-5650089001506452447.post-36476717349591252812014-06-26T04:17:00.004-07:002014-06-26T04:17:41.412-07:00Les nouvelles perspectives du marketing et de la relation client<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://business-analytics-info.fr/archives/6096/les-nouvelles-perspectives-du-marketing-et-de-la-relation-client/<br />
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De la gestion de la réputation d’une marque à la personnalisation des expériences d’achat, en passant par l’animation d’un réseau de consommateurs influents, le potentiel de croissance lié à l’usage des big data et de l’analytique est considérable. La relation entre une marque et ses clients se métamorphose, sans compter les nouvelles perspectives offertes par les données issues des supports mobiles et des techniques de géolocalisation.</div>
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A l’heure des big data, les entreprises disposent d’énormes volumes de données qu’elles peuvent analyser afin d’optimiser leur performance et créer de nouvelles sources de valeur. A titre d’exemple, Walmart, le géant américain de la distribution, collecte plus d’un million de transactions par heure, qui viennent enrichir ses bases de données clients ! En effet, le marketing est par excellence un terrain d’expérimentations et d’innovations qui bénéficient des apports de l’analytique.</div>
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Dans ce domaine, les succès rencontrés par les premiers projets participent à l’esquisse de nouvelles formes de la relation client. La marque Burberry s’appuie sur sa connaissance client construite à partir des données internes et externes à l’entreprise pour enrichir l’expérience d’achat en magasin.</div>
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Et le potentiel est encore considérable, comme en témoigne une étude menée par SAS et CMO Council : parmi les entreprises interrogées, seule une minorité déclare disposer des ressources humaines et techniques permettant de s’appuyer sur l’analytique et les big data afin de créer de nouvelles opportunités de croissance. Mais il y a fort à parier que la démocratisation des solutions technologiques contribuera à une plus large adoption de l’approche analytique, y compris par les PME. Analyser les données structurées et non structurées afin d’optimiser la relation client et offrir une expérience d’achat multicanale et enrichie, telle est l’évolution durable qui est en cours !</div>
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<span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><a href="http://www.influencia.net/fr/actualites1/media,big-data-cordon-ombilical-entre-marques-consommateurs,40,4169.html" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Lire l’article</span></a></span></div>
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En complément,</div>
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<span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://lecercle.lesechos.fr/entreprises-marches/high-tech-medias/internet/221194531/monetisation-donnees-entreprises-seront-elle" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">un point de vue sur les enjeux de la monétisation des données </span></a></span></span><br />et <span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://www.cmo.com.au/article/542161/big_data_big_opportunities_customer_loyalty/" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">un article (en anglais) sur l’apport des big data à la fidélisation des clients</span></a></span></span></div>
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A lire sur Business-Analytics-Info.fr :</div>
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<span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><a href="http://business-analytics-info.fr/archives/5956/marketing-economiser-20-des-budgets-grace-a-lanalyse-de-donnees/" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">« Marketing, économiser 20% des budgets grâce à l’analyse de données »</span></a></span><br />et <span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><span style="background-attachment: initial; background-clip: initial; background-color: transparent; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;"><a href="http://business-analytics-info.fr/archives/5898/big-data-les-nouvelles-formes-de-la-relation-client-2/" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">« Big data : les nouvelles formes de la relation client »</a></span></span></span></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com4tag:blogger.com,1999:blog-5650089001506452447.post-11711891736755233932014-06-26T04:14:00.001-07:002014-06-26T04:14:15.309-07:00Views from the front lines of the data-analytics revolution<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.mckinsey.com/Insights/Business_Technology/Views_from_the_front_lines_of_the_data_analytics_revolution<br />
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<span style="color: #666666; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 18.57855987548828px;">At a unique gathering of data-analytics leaders, new solutions began emerging to vexing privacy, talent, organizational, and frontline-adoption challenges.</span><br />
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<span class="silverNote small" style="color: #939d98; cursor: default; display: block; line-height: 14.838162422180176px; margin: 0px 0px 4px; padding: 0px;"><span class="bold" id="rightframe_1_articleDate" style="cursor: default; font-weight: bold; margin: 0px; padding: 0px;">March 2014</span> <span class="pipe" id="rightframe_1_AuthorPipe" style="cursor: default; margin: 0px; padding: 0px 5px;">| by</span><span id="rightframe_1_articleAuthors" style="cursor: default; margin: 0px; padding: 0px;">Brad Brown, David Court, and Tim McGuire</span></span></div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">This past October</strong>, eight executives from companies that are leaders in data analytics got together to share perspectives on their biggest challenges. All were the most senior executives with data-analytics responsibility in their companies, which included AIG, American Express, Samsung Mobile, Siemens Healthcare, TD Bank, and Wal-Mart Stores. Their backgrounds varied, with chief information officers, a chief data officer, a chief marketing officer, a chief risk officer, and a chief science officer all represented.<a class="link-footnote" href="http://www.mckinsey.com/Insights/Business_Technology/Views_from_the_front_lines_of_the_data_analytics_revolution#" rel="#footnote1" style="color: #0065bd; cursor: pointer; margin: 0px; padding: 0px; text-decoration: none;"><sup style="cursor: pointer; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; margin: 0px; padding: 0px; position: relative; top: -0.5em; z-index: 1;">1</sup></a> We had seeded the discussion by asking each of them in advance about the burning issues they were facing.</div>
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For these executives, the top five questions were:</div>
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<li style="cursor: default; margin: 0px 0px 12px; padding: 0px;">Are data and analytics overhyped?</li>
<li style="cursor: default; margin: 0px 0px 12px; padding: 0px;">Do privacy issues threaten progress?</li>
<li style="cursor: default; margin: 0px 0px 12px; padding: 0px;">Is talent acquisition slowing strategy?</li>
<li style="cursor: default; margin: 0px 0px 12px; padding: 0px;">What organizational models work best?</li>
<li style="cursor: default; margin: 0px 0px 12px; padding: 0px;">What’s the best way to assure adoption?</li>
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Here is a synthesis of the discussion.</div>
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<span style="font-size: small;">1. Data and analytics aren’t overhyped—but they’re oversimplified</span></h3>
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Participants all agreed that the expectations of senior management are a real issue. Big-data analytics are delivering an economic impact in the organization, but too often senior leaders’ hopes for benefits are divorced from the realities of frontline application. That leaves them ill prepared for the challenges that inevitably arise and quickly breed skepticism.</div>
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The focus on applications helps companies to move away from “the helicopter view,” noted one participant, in which “it all looks the same.” The reality of where and how data analytics can improve performance varies dramatically by company and industry.</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Customer-facing activities</strong>. In some industries, such as telecommunications, this is where the greatest opportunities lie. Here, companies benefit most when they focus on analytics models that optimize pricing of services across consumer life cycles, maximize marketing spending by predicting areas where product promotions will be most effective, and identify tactics for customer retention.</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Internal applications</strong>. In other industries, such as transportation services, models will focus on process efficiencies—optimizing routes, for example, or scheduling crews given variations in worker availability and demand.</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Hybrid applications</strong>. Other industries need a balance of both. Retailers, for example, can harness data to influence next-product-to-buy decisions and to optimize location choices for new stores or to map product flows through supply chains. Insurers, similarly, want to predict features that will help them extend product lines and assess emerging areas of portfolio risk. Establishing priorities wisely and with a realistic sense of the associated challenges lies at the heart of a successful data-analytics strategy.</div>
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Companies need to operate along two horizons: capturing quick wins to build momentum while keeping sight of longer-term, ground-breaking applications. Although, as one executive noted, “We carefully measure our near-term impact and generate internal ‘buzz’ around these results,” there was also a strong belief in the room that the journey crosses several horizons. “We are just seeing the tip of the iceberg,” said one participant. Many believed that the real prize lies in reimagining existing businesses or launching entirely new ones based on the data companies possess.</div>
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New opportunities will continue to open up. For example, there was a growing awareness, among participants, of the potential of tapping swelling reservoirs of external data—sometimes known as open data—and combining them with existing proprietary data to improve models and business outcomes. (See “<a href="http://www.mckinsey.com/insights/high_tech_telecoms_internet/what_executives_should_know_about_open_data" style="color: #0065bd; cursor: pointer; margin: 0px; padding: 0px; text-decoration: none;">What executives should know about open data</a>.”) Hedge funds have been among the first to exploit a flood of newly accessible government data, correlating that information with stock-price movements to spot short-term investment opportunities. Corporations with longer investment time horizons will need a different playbook for open data, but few participants doubted the value of developing one.</div>
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<span style="font-size: small;">2. Privacy concerns must be addressed—and giving consumers control can help</span></h3>
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Privacy has become the third rail in the public discussion of big data, as media accounts have rightly pointed out excesses in some data-gathering methods. Little wonder that consumer wariness has risen. (Data concerns seem smaller in the business-to-business realm.) The flip side is that data analytics increasingly provides consumers, not to mention companies and governments, with a raft of benefits, such as improved health-care outcomes, new products precisely reflecting consumer preferences, or more useful and meaningful digital experiences resulting from a greater ability to customize information. These benefits, by necessity, rest upon the collection, storage, and analysis of large, granular data sets that describe <em style="cursor: default; margin: 0px; padding: 0px;">real people</em>.</div>
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Our analytics leaders were unanimous in their view that placing more control of information in the hands of consumers, along with building their trust, is the right path forward.</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Opt-in models</strong>. A first step is allowing consumers to opt in or opt out of the collection, sharing, and use of their data. As one example, data aggregator Acxiom recently launched a website (aboutthedata .com) that allows consumers to review, edit, and limit the distribution of the data the company has collected about them. Consumers, for instance, may choose to limit the sharing of their data for use in targeted Internet ads. They control the trade-off between targeted (but less private) ads and nontargeted ones (potentially offering less value).</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Company behavior</strong>. Our panelists presume that in the data-collection arena, the motives of companies are good and organizations will act responsibly. But they must earn this trust continually; recovering from a single privacy breach or misjudgment could take years. Installing internal practices that reinforce good data stewardship, while also communicating the benefits of data analytics to customers, is of paramount importance. In the words of one participant: “Consumers will trust companies that are true to their value proposition. If we focus on delivering that, consumers will be delighted. If we stray, we’re in problem territory.”</div>
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<span style="font-size: small;">3. Talent challenges are stimulating innovative approaches—but more is needed</span></h3>
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Talent is a hot issue for everyone. It extends far beyond the notoriously short supply of IT and analytics professionals. Even companies that are starting to crack the skill problem through creative recruiting and compensation strategies are finding themselves shorthanded in another area: they need more “translators”—people whose talents bridge the disciplines of IT and data, analytics, and business decision making. These translators can drive the design and execution of the overall data-analytics strategy while linking IT, analytics, and business-unit teams. Without such employees, the impact of new data strategies, tools, and methodologies, no matter how advanced, is disappointing.</div>
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The amalgam is rare, however. In a more likely talent scenario, companies find individuals who combine two of the three needed skills. The <em style="cursor: default; margin: 0px; padding: 0px;">data strategists’</em> combination of IT knowledge and experience making business decisions makes them well suited to define the data requirements for high-value business analytics. <em style="cursor: default; margin: 0px; padding: 0px;">Data scientists</em> combine deep analytics expertise with IT know-how to develop sophisticated models and algorithms. <em style="cursor: default; margin: 0px; padding: 0px;">Analytic consultants</em> combine practical business knowledge with analytics experience to zero in on high-impact opportunities for analytics.</div>
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A widespread observation among participants was that the usual sources of talent—elite universities and MBA programs—are falling short. Few are developing the courses needed to turn out people with these combinations of skills. To compensate, and to get more individuals grounded in business and quantitative skills, some companies are luring data scientists from leading Internet companies; others are looking offshore.</div>
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The management and retention of these special individuals requires changes in mind-set and culture. Job one: provide space and freedom to stimulate exploration of new approaches and insights. “At times, you may not know exactly what they”—data scientists— “will find,” one executive noted in describing the company’s efforts to provide more latitude for innovation. (So far, these efforts are boosting retention rates.) Another priority: create a vibrant environment so top talent feels it’s at the cutting edge of technology change and emerging best practices. Stimulating engagement with the data-analytics ecosystem (including venture capitalists, analytics start-ups, and established analytics vendors) can help.</div>
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<span style="font-size: small;">4. You need a center of excellence—and it needs to evolve</span></h3>
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To catalyze analytics efforts, nearly every company was using a center of excellence, which works with businesses to develop and deploy analytics rapidly. Most often, it includes data scientists, business specialists, and tool developers. Companies are establishing these centers in part because business leaders need the help. Centers of excellence also boost the organization-wide impact of the scarce translator talent described above. They can even help attract and retain talent: at their best, centers are hotbeds of learning and innovation as teams share ideas on how to construct robust data sets, build powerful models, and translate them into valuable business tools.</div>
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Our participants agreed that it’s worth creating a center of excellence only if you can locate it in a part of the company where data-analytics assets or capabilities could have a dramatic strategic impact. For some companies, this meant IT; for others, marketing and sales or large business units. At one company, for instance, the analytics agenda is focused on exploiting a massive set of core transactional data across several businesses and functions. In this case, the center of excellence resides within IT to leverage its deep knowledge of this core data set and its role as a shared capability across businesses.</div>
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The goal should be for these centers to be so successful at building data-analytics capabilities across the organization that they can tackle increasingly ambitious priorities. One executive suggests that as businesses build their analytics muscle, centers of excellence will increasingly focus on longer-term projects more akin to sophisticated R&D, with an emphasis on analytics innovation and breakthrough insights.</div>
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<span style="font-size: small;">5. Two paths to spur adoption—and both require investment</span></h3>
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Frontline adoption was the most important issue for many leaders. Getting managers and individual contributors to use new tools purposefully and enthusiastically is a huge challenge. As we have written elsewhere,<a class="link-footnote" href="http://www.mckinsey.com/Insights/Business_Technology/Views_from_the_front_lines_of_the_data_analytics_revolution#" rel="#footnote2" style="color: #0065bd; cursor: pointer; margin: 0px; padding: 0px; text-decoration: none;"><sup style="cursor: pointer; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; margin: 0px; padding: 0px; position: relative; top: -0.5em; z-index: 1;">2</sup></a>companies simply don’t invest enough, in time or money, to develop killer applications that combine smart, intuitive design and robust functionality. However, our participants see two clear paths leading to broad adoption.</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Automation</strong>. One avenue to spurring adoption works for relatively simple, repetitive analytics: creating intuitive end-user interfaces that can be rolled out rapidly and with little training. For example, a mobile application on a smartphone or tablet might give brand managers instant visibility into volume and sales trends, market share, and average prices. These tools become part of the daily flow of decision making, helping managers to figure out how intensely to promote products, when tactical shifts in pricing may be necessary to match competitors, or, over time, where to begin pushing for new products. According to one executive, “Little or no training is required” with simple tools like these. Provided they are “clear and well designed, with strong visualization qualities, end users will seek them out.”</div>
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<strong style="cursor: default; margin: 0px; padding: 0px;">Training</strong>. A second path requires significant investments in training to support more complex analytics. Consider a tool for underwriting small and midsize business loans. The tool combines underwriters’ knowledge and the power of models, which bring consistency across underwriting judgments, clarifying risks and minimizing biases. But underwriters need training to understand where the model fits into the underwriting process flow and how they can incorporate what the models and tools say into their own experience of customer characteristics and their business priorities.</div>
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Whichever path is chosen, it should start with pilot efforts and clear rules for making “go/no-go” decisions about the shift from exploratory analytics to a full-scale rollout. Some models don’t end up being predictive enough to deliver the desired impact; better to shelve them before they become investment sinkholes and undermine organizational confidence in analytics. Executives need to be willing to press “pause” and remind the organization that the failure of some analytics initiatives to materialize is nothing to worry about; in fact, this is the reason for pursuing a portfolio of them. The combination of success stories and hard-nosed decisions to pull the plug is all part of creating a climate where business units, functions, top management, and frontline employees embrace the transformational possibilities of data analytics.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com1tag:blogger.com,1999:blog-5650089001506452447.post-63075252067880418682014-06-26T02:55:00.004-07:002014-06-26T02:55:51.080-07:00Retours d’expérience de responsables analytiques sur leurs projets big data<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://business-analytics-info.fr/archives/6108/retours-d%E2%80%99experience-de-responsables-analytiques-sur-leurs-projets-big-data/<br />
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<span style="background-color: white; color: #676767; font-family: Arial, Helvetica, sans-serif; line-height: 34px;">22/05/2014 </span><br />
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Les enjeux liés à l’analytique et aux big data font l’objet de nombreux articles et reportages dans les médias. Plus rares sont les témoignages directs des entreprises particulièrement engagées dans ce domaine. Le cabinet McKinsey a donc recueilli les retours d’expérience des responsables analytiques de grandes entreprises, les invitant à définir selon eux les principaux enjeux et défis à relever en la matière.</div>
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<img alt="analitics" class="attachment-article-post-thumbnail wp-post-image" height="118" src="http://business-analytics-info.fr/wp-content/uploads/2014/05/analitics-178x118.jpg" style="background: transparent; border: 0px; display: block; float: left; margin: 3px 15px 10px 0px; outline: 0px; padding: 0px; vertical-align: baseline;" title="analitics" width="178" /><div style="background: transparent; border: 0px; outline: 0px; padding: 0px 0px 5px; vertical-align: baseline;">
Elaborer une stratégie analytique adaptée aux spécificités de chaque entreprise et du secteur économique dans lequel elle opère : tel est le premier enjeu autour duquel se sont accordés les hauts responsables analytiques d’entreprises comme American Express, Samsung, Siemens, Walmart, etc., interrogés par le cabinet McKinsey. Par exemple, la connaissance et la relation client sont au premier rang des priorités analytiques des opérateurs de télécommunication, alors que celles des entreprises de transport porteront surtout sur l’optimisation de la chaîne logistique.</div>
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De plus, la démarche analytique est nécessairement conditionnée par la collecte de données, tout autant que par la construction d’une relation de confiance avec les consommateurs qui les fournissent. Ceci appelle la définition d’une politique claire de gestion des données personnelles et suppose d’accorder aux clients plus de contrôle sur les informations qui les concernent et les possibilités de leur utilisation par l’entreprise. En parallèle, il convient de communiquer régulièrement auprès des clients sur les bénéfices de la collecte de ces données et la valeur ajoutée en termes de personnalisation des produits et des services qui leur sont proposés.</div>
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Aux défis liés au recrutement et à la fidélisation d’experts analytiques alliant aussi des compétences informatiques et métier, les responsables interrogés répondent par la nécessité de fournir un environnement qui favorise l’émulation, l’innovation et l’adoption des meilleures pratiques du moment. Ceci peut se concrétiser dans la création de centres d’excellence, positionnés en particulier au cœur des activités les plus stratégiques pour l’entreprise. Mais ce choix ne doit pas empêcher la diffusion de la culture analytique dans l’ensemble de l’organisation, notamment en favorisant la mise en place d’applications et d’interfaces dont le bénéfice opérationnel peut être évident et immédiat.</div>
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Ainsi, de la phase exploratoire au déploiement et à l’appropriation des outils utilisant la puissance analytique, la démarche analytique suppose un pilotage au plus près de chaque étape, de façon à arbitrer en permanence entre les différents projets en cours, et poursuivre uniquement les efforts sur ceux qui auront un réel impact sur les revenus de l’entreprise.</div>
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<span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://www.mckinsey.com/Insights/Business_Technology/Views_from_the_front_lines_of_the_data_analytics_revolution" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Lire l’article (en anglais)</span></a></span></span></div>
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En complément,<br /><span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://www.usine-digitale.fr/article/big-data-business.N253779" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">un article sur l’apport des big data aux différents secteurs économiques</span></a></span></span><br />et <span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://business.financialpost.com/2014/04/22/8-simple-metrics-that-actually-matter-for-companies-looking-to-view-and-use-data" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">un autre (en anglais) sur les critères à prendre en compte dans l’évaluation d’une approche analytique </span></a></span></span></div>
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A lire sur Business-Analytics-Info.fr :</div>
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<a href="http://business-analytics-info.fr/archives/6067/lapproche-analytique-au-service-des-prises-de-decisions-strategiques/" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">« L’approche analytique au service des prises de décisions stratégiques »</span></span></a>et <span style="background: transparent; border: 0px; margin: 0px; outline: 0px; padding: 0px; text-decoration: underline; vertical-align: baseline;"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><a href="http://business-analytics-info.fr/archives/5570/transformer-la-culture-decisionnelle-voila-le-defi/" style="background: transparent; border: 0px; color: #676767; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank"><span style="background: transparent; border: 0px; color: #3366ff; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">« Transformer la culture décisionnelle, voilà le défi ! »</span></a></span></span></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-24662834992635711492014-06-26T02:52:00.003-07:002014-06-26T02:52:43.760-07:00Shaping the Future of Marketing<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.the-cma.org/about/blog/AnalyticsPreBlog<br />
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<span style="font-size: small;">Monster’s Jean Paul Isson talks –– CMA Analytics Conference, January 29</span></h1>
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<a href="http://www.the-cma.org/about/blog/contributors/anna-duckworth" style="border: 0px; color: #fe000c; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">Anna Duckworth</a></div>
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Jan 6 2014 10:47 AM</div>
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<img alt="Jean Paul Isson" class="righttop" height="300" src="http://www.the-cma.org/Media/Default/Blog/JeanPaulIsson_Monster.jpg" style="border: 0px; float: right; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0.323em 0px 0.923em 1.538em; outline: 0px; padding: 0px; vertical-align: baseline;" width="200" />On January 29th, we’re talking data at the CMA Analytics Conference at the Toronto Board of Trade. We’ve called on the industry’s biggest movers and shakers to dish their insider secrets and tips to get you up-to-speed on marketing’s newest and most critical currency.</div>
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Progressive organizations recognize that competing in this new paradigm means moving away from making decisions based on intuition and moving toward adopting a culture of fact-based decision-making. Our goal is to take you beyond simple reporting to leveraging those metrics for real change.</div>
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To bring us up-to-speed on what to expect at the big event, we chatted with Jean Paul Isson -- author and Global VP Predictive Analytics & BI at Monster Worldwide. He’s slated to deliver the day’s Closing Keynote on his seven pillars to win in Big Analytics. Here’s what he had to say about the biz and the conference…</div>
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<span style="font-size: small;">What makes the CMA Analytics Conference a must-attend event?</span></h2>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">This conference offers a unique opportunity to hear extensive real world case studies from a diverse group of experts. We will also hear how the old days of "spray-and-pray" in marketing are over. The recent explosion of digital information (Big Data) makes for the best era to be in marketing. These experts will share how you can track and measure everything you do. Marketing today is a combination of art and a lot of science (analytics). This conference will show how analytics is the new currency in today’s marketing world.</em></div>
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<span style="font-size: small;">In your expert opinion, how do you see analytics evolving over the next five years? (JP’s list was long, but here are a few ways!)</span></h2>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Analytics will become a standard at any organization.</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Companies without an analytics team will lag behind and could be out of business.</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">There will be less focus on data, big or small, and more focus on actionable insights.</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Visual analytics will become ubiquitous, offering analytics access to a broader audience.</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Data science will become a specialized department within the organization, helping to solve social problems.</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Analytics will harness the power of the customer’s voice, providing businesses with 360 degree information on customers’ needs preferences.</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Data will become less valuable, while analytical insights will become more valuable; predictive modeling becomes the new de facto standard.</em></div>
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<span style="font-size: small;">At Monster, you're credited with building their first team of analytic sharks. In a nutshell, how are metrics able to drive such change in an organization?</span></h2>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Monster is an innovative company and relying on fact-based decisions and analytics across the enterprise was critical for its success. The great thing about leveraging a business analytics framework is the opportunity to measure the ROI on those Analytics. The main incentives for buy-in from the executive team were increases in key metrics such as:</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">customer retention double digits growth,</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">sales and marketing productivity and</em></div>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">customer wallet share and satisfaction.</em></div>
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<span style="font-size: small;">For those new to the wonderful world of data collection and analysis, can you suggest a manageable jumping off point?</span></h2>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Don't be scared about the data, big or small. The first step is to clearly define the business goal or challenges you seek to address. Start small, test and learn. In my book, I broadly cover a framework I have been using to win with advanced business analytics. At the conference, I will be talking about the seven key pillars.</em></div>
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<span style="font-size: small;">You'll be delivering the day's Closing Keynote. Can you tease us with one great nugget from your talk?</span></h2>
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<em style="border: 0px; font-family: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Analytics are becoming mainstream. Did you know that Big Data Analytics could help you get the most powerful job in the world?</em></div>
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Here's the complete agenda, list of speakers and steps to register for the <a href="http://www.the-cma.org/education-events/conference/analytics" style="border: 0px; color: #fe000c; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_self">CMA Analytics Conference</a>.</div>
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Until soon ––</div>
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Anna Duckworth</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com1tag:blogger.com,1999:blog-5650089001506452447.post-58166133248928414222014-06-15T14:59:00.005-07:002014-06-15T14:59:40.900-07:00GOOGLE CAR: PRODUCTION DE 100 PROTOTYPES<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.itone.lu/article/google-car-production-de-100-prototypes<br />
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<span style="font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;">02-Jun-2014</span></div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Quatre ans de travail, de test et d’évolution pour que Google développe une voiture capable de rouler sans conducteur. Le géant du net vient de dévoiler son dernier prototype aux allures d’une petite Fiat 500.</strong></div>
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Google a donc réussi à faire évoluer un concept en réalité, puisque la Google Car (de son nom) est une voiture intelligente et autonome se distinguant par sa capacité à se passer de conducteur. </div>
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Avec ce concept, Google a totalement repensé l’utilisation de la voiture puisque l’on ne retrouve plus les pédales de frein, d’accélération et d’embrayage, ni même de volant. Ainsi, les passagers n’ont qu’une seule chose à faire, vérifier l’itinéraire sur un écran et profiter du voyage calculé par un GPS intégré.</div>
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« Le prototype n’a pas d’embrayage, pas de pédale d’accélérateur, pas de frein… parce qu’il n’en a pas besoin. Le logiciel et les détecteurs s’occupent de tout ça. Le véhicule est pour le moment assez rudimentaire – nous voulons nous en servir pour expérimenter et progresser – mais il vous enverra où vous voulez en appuyant sur un bouton. »</div>
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Le véhicule est tout même un concentré de technologies. Impossible a raté, le gyroscope sur le toit de la voiture est en faite un savant équilibre entre radar et laser afin de repérer tous les obstacles de la route. Pour réduire les risques, la Google Car a une vitesse maximale de 40 km/h.</div>
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Google va produire une centaine de prototypes de cette dernière génération de Google Car afin de créer une réelle impulsion auprès du public. Cet été, de nombreux tests grand public seront organisés.<span style="font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit;"> </span></div>
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<a href="http://www.itone.lu/headings/creativ-it" property="rdfs:label skos:prefLabel" style="background-attachment: initial; background-clip: initial; background-color: initial; background-image: url(data:image/png; background-origin: initial; background-position: 0px -2px; background-size: initial; border: 0px; color: #0092c9; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px 0px 0px 10px; text-decoration: none; vertical-align: baseline;" typeof="skos:Concept">Creativ-IT</a></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com1tag:blogger.com,1999:blog-5650089001506452447.post-47753189571630558622014-06-15T14:54:00.002-07:002014-06-15T14:54:20.363-07:00ETES-VOUS PRÊT POUR L’ÈRE DIGITALE?<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.itone.lu/article/etes-vous-pret-pour-l-ere-digitale<br />
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03-Jun-2014</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">En avril 2013, Econocom annonçait son nouveau plan stratégique 2013</strong><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">‐</strong><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">2017, baptis</strong><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">é</strong><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"> Mutation, et qui doit lui permettre de doubler de taille en 5 ans en devenant le pionnier européen de l’intégration technologique et financière de solutions digitales. Ce 27 mai, la société organisait au Cercle Cité de Luxembourg une conférence destinée à révéler aux décideurs ICT l'originalité et la force d'une entreprise qui intègre maîtrise technologique et innovation financière. Benoît Rousseaux, Administrateur d’Econocom PSF SA, Marco Stacchiotti et Jean</strong><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">‐</strong><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Pierre Servais, Directeurs de la filiale luxembourgeoise, appuyés par les principaux responsables des activités numériques du groupe, ont présenté à cette occasion l'éventail des expertises numériques du groupe.</strong></div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Digital as a Service</strong></div>
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Le groupe européen, qui a réalisé en 2013 un chiffre d'affaires de 1,77 milliards €, est présent au Luxembourg depuis 25 ans. Econocom PSF S.A. déploie ses activités auprès des plus grandes entreprises de la place ainsi que dans divers secteurs de l'économie: industrie, finance, assurance, administration, santé, etc. La société luxembourgeoise développe aujourd'hui l'axe stratégique des Managed Services pour répondre aux besoins métiers de ses clients.</div>
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"Pour accélérer l’intégration du digital au cœur des stratégies métiers des entreprises, Econocom construit des solutions verticales adaptées aux défis que rencontrent ses clients. Grâce à la combinaison de ses expertises en approvisionnement, en services informatiques et télécoms et en gestion administrative et financière des actifs numériques, Econocom se profile comme un partenaire de référence des entreprises pour leurs solutions métiers facturées 'as a Service'", précise <span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Benoît Rousseaux</strong></span>.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Un écosystème de Trusted Data</strong></div>
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Pour <span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Jean-Paul Zens</strong></span>, Premier Conseiller de Gouvernement, invité par Econocom à exprimer la vision des autorités luxembourgeoises, l'hypothèse de travail sur laquelle se basent les pouvoirs publics est de réussir à transférer l'image de confiance qu'a acquis le secteur financier vers l'écosystème des données sensibles et de développer ainsi un "branding des Trusted Data". Le Luxembourg a certes réussi à concentrer sur son sol une part conséquente de l'offre mondiale de Data Centres Tier IV. Pourtant, "l'avenir n'est pas dans le béton, mais dans l'encryptage des données". L'Université du Luxembourg et les centres de recherche concentrent aujourd'hui leurs efforts sur la R&D en matière de sécurité des données mais, pour gagner en rapidité et en agilité, il importe de développer la formation et "d'améliorer l'efficacité du cycle d'importation des compétences au Luxembourg".</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Ingénierie régulatoire</strong></div>
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L'expertise acquise par le Luxembourg en "ingénierie régulatoire" est un atout à exploiter lorsque l'on aborde "le droit applicable aux données appelées à migrer continuellement" au gré des coûts énergétiques ou des facteurs d'efficience, poursuit M. Zens. "La Commission européenne travaille à de nouvelles règles de protection des données, ce qui est un vrai défi face à des entités qui peuvent bénéficier d'un espace juridique unique, comme les Etats Unis par exemple". Si le Luxembourg parvient à "combiner la technologie et le droit" pour offrir aux entreprises des conditions de sécurité supérieures celles proposées par d'autres places, "le pari sera presque gagné". C'est la raison pour laquelle les autorités poussent à la création de centres interdisciplinaires où informaticiens et juristes travaillent de concert.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Des défis complexes qui sont autant d'opportunités</strong></div>
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"Pour rester compétitif", ajoute-t-il, le Luxembourg doit se doter des moyens d'un traitement fiscal intelligent de la valeur ajoutée créée par les données. "Les pistes existent, il faut maintenant les développer". En outre, lorsque de nouvelles règles en matière de "privacy" seront en place, les entreprises seront confrontées à un phénomène "d'interpénétration entre régulation financière et protection de la vie privée", par un effet cumulatif des règles appliquées par deux régulateurs, avec les risques "de conflits et de chevauchements" que cela implique. Ce défi complexe représente aussi une énorme opportunité pour le Luxembourg, "si nous réussissons à rapprocher nos régulateurs" et à échanger nos savoirs et nos moyens "à travers des partenariats public-privé", conclut Jean-Paul Zens.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Une entreprise ambitieuse ...</strong></div>
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"Le monde devient digital. Econocom doit faire sa mutation!", affirme <span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Christophe Vanmalleghem</strong></span>, Directeur Général Adjoint Groupe Services, et membre du Comité exécutif d'Econocom. "Dans ce monde numérique, où tout s'achète sous forme de services, nos clients doivent répondre de plus en plus rapidement aux changements qui s'opèrent sur leurs marchés", précise-t-il.</div>
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Connaître l'écosystème de ses clients est la clé pour qu'Econocom soit à même de leur proposer des solutions pertinentes. En étendant son offre de services, en capitalisant sur son expertise en ingénierie financière et en verticalisant son approche, le groupe entend bien prendre une place conséquente dans l'économie numérique, porté par sa capacité à conjuguer l'intégration technologique et le financement de solutions digitales.</div>
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Pour atteindre ces objectifs ambitieux, Econocom se doit d'acquérir une taille critique dans les services. Le plan stratégique mis en œuvre par l'entreprise devrait lui permettre de doubler son chiffre d'affaires et d'atteindre ainsi les 3 milliards €, dont 1 milliard en services. Le plan vise à donner au groupe la crédibilité nécessaire dans cinq régions-clés en Europe - Benelux, France, Italie, Espagne et Allemagne -, notamment à travers une politique volontariste de croissance externe. En 2013, Econocom a ainsi finalisé l'acquisition d'Osiatis, un acteur majeur du service et de l'applicatif, ce qui lui confère une taille conséquente dans le domaine des services numériques avec plus de 8.000 collaborateurs présents dans 20 pays et un chiffre d'affaires qui s'élève dorénavant à 2 milliards €.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">... mais réaliste</strong></div>
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"Si certaines de ces offres de services numériques sont opérationnelles, d'autres sont encore en chantier", précise<span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Fiamma Ferrero</strong></span>, Directrice des Activités Digitales, de l’Innovation et du Développement Stratégique d'Econocom. Il en va ainsi des démarches de réflexion et de réalisation de projets "Smarter Cities" menés conjointement par Econocom et certaines métropoles ambitieuses comme Lyon, Paris, ou Turin qui se sont engagées dans des initiatives - des "laboratoires vivants", comme l'expérience "Paris Region Lab" - réunissant des startups et de grandes entreprises susceptibles de nourrir la smart city et où Econocom peut jouer le rôle de point de contact unique.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Luxembourg, hub logistique</strong></div>
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"Que cherchent les clients pour implanter durablement leurs opérations logistiques au Luxembourg?" interroge<span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Damien Heiss</strong></span>, Directeur du Segment de Marché Industrie. "Des infrastructures, des services configurables, des compétences à valeur ajoutée, des interlocuteurs agiles, des dispositifs de 'green logistics', et surtout la conformité réglementaire ainsi que les infrastructures ICT qui permettent de supporter l'ensemble de ces enjeux". Econocom entend bien contribuer au développement de la logistique au Grand-Duché, en faisant de son expertise dans les services numériques la pierre angulaire du hub logistique européen que le Luxembourg entend bâtir.</div>
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En effet, voici quelques semaines, le Conseil de gouvernement a décidé la mise en place au Luxembourg, d'ici 2018, d’un Guichet unique électronique pour le commerce international et la logistique. Ce guichet - "Single Window for Logistics" - permettra à tout opérateur économique, faisant du commerce international à travers la plate-forme logistique luxembourgeoise, de profiter d’une réduction de la durée de traitement de ses dossiers et d’une meilleure prévisibilité des flux de ses marchandises lui procurant ainsi des gains appréciables en matière de productivité et de compétitivité. L’offre de services du guichet renforcera la compétitivité des acteurs économiques locaux et constituera un argument de poids pour attirer de nouveaux opérateurs logistiques au Luxembourg. Le guichet visera notamment à simplifier, dématérialiser et automatiser les procédures administratives, à standardiser et harmoniser les documents en vue des contrôles et à créer une interface unique et centralisée pour recevoir, traiter, diffuser et stocker les flux de données des opérateurs économiques. Damien Heiss en est persuadé: Econocom détient des atouts pertinents pour accompagner le Luxembourg dans cette stratégie ambitieuse et aider le pays à devenir "The Place to Be" logistique en Europe.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Les établissements de santé à l’ère numérique</strong></div>
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"En matière de soins de santé, ce qui importe, c'est le patient", rappelle <span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Cyrille Roy</strong></span>, Directeur du Segment de Marché Santé/Pharma chez Econocom. Les solutions d’intégration d’équipements numériques pour les hôpitaux et cliniques développées par Econocom se fondent donc sur les défis auxquels sont confrontés les acteurs du secteur de la santé: il s'agit d'améliorer et de sécuriser les soins apportés aux patients, ainsi que d'en améliorer l'efficience en termes de temps et de coût. Pour ce faire, il importe de soigner l'attractivité de l'hôpital, tant vis-à-vis des patients que des professionnels appelés à y exercer.</div>
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Cela passe par des solutions d’accueil, d’orientation, d'information et de divertissement - "Clinical Infotainment" - qui permettent parallèlement d'accéder, de mettre à jour et d'enrichir à tout moment les données du patient partout dans l’établissement et ce, de manière sécurisée, précise Cyrille Roy. La "digitalisation du bloc opératoire" permet quant à elle d'optimiser le planning et d'augmenter le volume des interventions pour une activité qui représente quelque 60% du revenu des hôpitaux, tandis que le recours à la "chambre revalidante", associée à la médecine ambulatoire, contribue à raccourcir les durées de séjour tout en améliorant le confort, la mobilité et l’autonomie du patient.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Econocom au Luxembourg</strong></div>
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Econocom PSF entend bien incarner la relation privilégiée entre un gouvernement ayant fait le choix stratégique de miser sur le développement du secteur ICT et un acteur du monde digital capable de lui fournir une solution construite de bout en bout, depuis le composant électronique jusqu'à la solution financière, explique <span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Marco Stacchiotti</strong></span>, Directeur d'Econocom PSF SA.</div>
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Forte aujourd'hui d'une vingtaine de collaborateurs et générant un chiffre d'affaires de près de 15 millions €, la filiale luxembourgeoise a pour objectif de déployer de plus en plus de capacités au Grand-Duché, sur base du modèle de transformation du groupe Econocom en société de services.</div>
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Dorénavant, les solutions sont vendues aux clients - de la logistique au médical, en passant par la finance - comme autant de services qui sont ensuite "managés" par Econocom, pour que ces clients puissent se concentrer sur leur métier. Les "Managed Services" proposés par Econocom reposent sur des solutions sur mesure construites sur un canevas et adaptées aux besoins de chacun.</div>
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En tant que Professionnel du Secteur Financier, Econocom PSF a développé les capacités nécessaires pour intégrer la régulation et les contraintes réglementaires, évaluer et gérer les risques, et fournir à ses clients des services de qualité qui commencent à franchir les limites du territoire luxembourgeois et à s'exporter dans la Grande Région.</div>
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Michaël Renotte</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-8427121390500955682014-06-15T14:51:00.001-07:002014-06-15T14:51:08.533-07:00DROIT À L’OUBLI NUMÉRIQUE<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.itone.lu/article/droit-l-oubli-numerique<br />
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DROIT À L’OUBLI NUMÉRIQUE</div>
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03-Jun-2014</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Par une décision remarquée du 13 mai 2014, la Cour de Justice de l’Union Européenne (CJUE) reconnaît qu’une personne peut exiger la suppression, de la liste de résultats d’un moteur de recherche, des liens renvoyant vers des informations la concernant. Cette décision consacre ainsi un nouveau droit. Il s’agit du droit à l’oubli numérique.</strong></div>
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Cette décision a été rendue par la CJUE à la suite de plusieurs questions préjudicielles qui lui étaient posées par la juridiction d’appel espagnole (l’Audiencia Nacional), saisie de deux recours séparés de Google Spain et de Google Inc. contre une décision de l’Agence Nationale Espagnole de Protection des Données (AEPD), qui avait accueilli la demande d’un citoyen espagnol que soit ordonnée à ces sociétés de supprimer ou d’occulter ses données personnelles, afin qu’elles cessent d’apparaître dans les résultats de recherche. Cet individu regrettait, en effet, que la saisie de son nom dans le moteur de recherche du groupe Google fasse apparaître des liens vers deux pages d’un quotidien espagnol publiées en 1998, sur lesquelles figurait une annonce mentionnant son nom dans le cadre d’une vente aux enchères immobilières liée à une saisie pratiquée en recouvrement de dettes de sécurité sociale.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">L’une des questions préjudicielles qui était posée à la CJUE était la suivante :</strong></div>
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"Le droit d’obtenir l’effacement et le verrouillage des données à caractère personnel et celui de s’opposer à ce qu’elles fassent l’objet d’un traitement (droits régis par les articles 12, sous b), et 14, [premier alinéa,] sous a), de la [directive 95/46,]) doivent être interprétés comme permettant à la personne concernée de s’adresser aux moteurs de recherche afin de faire obstacle à l’indexation des informations concernant sa personne, publiée sur des sites web de tiers, en invoquant sa volonté que ces informations ne soient pas connues des internautes lorsqu’elle considère que ces informations sont susceptibles de lui porter préjudice ou lorsqu’elle désire que ces informations soient oubliées, alors même qu’il s’agirait d’informations publiées légalement par des tiers?".</div>
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Après avoir indiqué que les opérations réalisées par l’exploitant d’un moteur de recherche, dans le cadre de ses activités de référencement, sont des traitements de données à caractère personnel, la CJUE a considéré que, dans la mesure où cet exploitant détermine lui-même les finalités et les moyens de ces traitements, il doit être regardé comme un responsable du traitement. Dans ces conditions, il lui appartient de satisfaire aux exigences de la directive 95/46 (…) pour que "les garanties prévues par celle-ci puissent développer leur plein effet".</div>
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A cet égard, il se doit, en application de l’article 12, sous b), de la directive 95/46, de faire droit à la demande de toute personne concernée de rectifier, effacer ou verrouiller les données dont le traitement n’est pas conforme à la directive, notamment en raison du caractère incomplet ou inexact des données. Selon la CJUE, cette non-conformité peut résulter "non seulement du fait que ces données sont inexactes, mais, en particulier, aussi du fait qu’elles sont inadéquates, non pertinentes ou excessives au regard des finalités du traitement, qu’elles ne sont pas mises à jour ou qu’elles sont conservées pendant une durée excédant celle nécessaire, à moins que leur conservation s’impose à des fins historiques, statistiques ou scientifiques".</div>
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Il en découle alors qu’"un traitement initialement licite de données exactes peut devenir, avec le temps, incompatible avec cette directive lorsque ces données ne sont plus nécessaires au regard des finalités pour lesquelles elles ont été collectées ou traitées".</div>
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Dans ces conditions, la CJUE a considéré qu’"eu égard à la sensibilité des informations contenues dans ces annonces pour la vie privée de ladite personne et au fait que leur publication initiale avait été effectuée 16 ans auparavant, la personne concernée justifie d’un droit à ce que ces informations ne soient plus liées à son nom au moyen d’une telle liste". Par conséquent, la personne concernée peut, notamment en vertu de l’article 12, sous b), susvisé de la directive 95/46, exiger la suppression des liens figurant dans cette liste de résultats.</div>
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Il convient de noter que la solution aurait été tout autre si des "raisons particulières" avaient existé, justifiant "un intérêt prépondérant du public, à avoir, dans le cadre d’une telle recherche, accès à ces informations ". Sur ce point, la CJUE souligne que le rôle joué par la personne concernée dans la vie publique peut s’analyser comme une "raison particulière", justifiant ainsi "l’ingérence dans ses droits fondamentaux", en raison de "l’intérêt prépondérant" dudit public à avoir accès à l’information en question.</div>
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La CJUE établit ainsi une hiérarchie entre les droits et intérêts en cause : le droit d’exiger qu’une information ne soit plus mise à la disposition du public "du fait de son inclusion dans une telle liste de résultats" prévaut, sauf "raisons particulières", "non seulement sur l’intérêt économique de l’exploitant du moteur de recherche, mais également sur l’intérêt de ce public à accéder à ladite information lors d’une recherche portant sur le nom de cette personne".</div>
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Il convient de relever que la question préjudicielle qui est à l’origine de cette décision portait sur l’interprétation des articles 12, sous b), et 14, [premier alinéa,] sous a), de la directive 95/46, dans un cadre précis, qui est celui d’une indexation, par un moteur de recherche, d’informations publiées sur un autre site. Alors, si on peut effectivement parler, avec cette décision, de consécration du droit à l’oubli numérique, il conviendra, pour en apprécier sa portée réelle, de voir comment ce droit va se transposer dans d’autres situations, dans lesquelles un internaute aurait un intérêt à ce que des informations le concernant n’apparaissent plus.</div>
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Ainsi, après avoir été consacré par le juge communautaire par cette décision du 13 mai 2014, le droit à l’oubli numérique pourrait encore faire parler de lui dans les prochains mois (avant la fin de l’année probablement), dans le cadre de l’adoption par le Conseil des ministres de la proposition de règlement du Parlement européen et du Conseil du 25 janvier 2012, qui prévoit, dans son article 17 - intitulé "Droit à l’oubli numérique et à l’effacement" - que "la personne concernée a le droit d'obtenir du responsable du traitement l’effacement de données à caractère personnel la concernant et la cessation de la diffusion de ces données".</div>
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Alexandre Fiévée</div>
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Avocat au Barreau de Paris</div>
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<span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><span style="border: 0px; color: #3366ff; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;"><a href="http://www.ehp.lu/" style="border: 0px; color: #0092c9; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">Elvinger, Hoss & Prussen</a></span></span></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-9250420219382642792014-06-15T14:45:00.003-07:002014-06-15T14:45:46.022-07:00TANGO ANTICIPE LA FIN DU ROAMING<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.itone.lu/article/tango-anticipe-la-fin-du-roaming<br />
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TANGO ANTICIPE LA FIN DU ROAMING</div>
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04-Jun-2014</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;"><span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Pour faire à la disparition du roaming en Europe, Tango va supprimer les frais liés au roaming entre le 2 juin et le 30 septembre.</span></strong></div>
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Il y a ceux qui parlent et ceux qui agissent en anticipant les nouvelles règles du jeu. C’est le cas de Tango qui ne promet pas une révolution pour demain, mais qui supprime totalement les frais de roaming pour les vacanciers sur ses abonnements. Un petit séisme dans le secteur des télécoms luxembourgeois. </div>
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L’annonce faite par Tango ne devrait pas laisser indifférent les milliers d’utilisateurs sur le point de partir en vacances. Et pour cause, l’offre proposée a de quoi surprendre par son ampleur et sa clarté : aucun frais de roaming en Europe cet été sur les appels, les SMS et Internet ! <span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; padding: 0px; vertical-align: baseline;">Que ce soit pour communiquer, surfer ou jouer, l’absence de frais de roaming fait une énorme différence pour tous ceux qui s’apprêtent à voyager cet été. Le timing n’est donc pas anodin. </span></div>
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La suppression des frais de roaming est intégrée automatiquement dans tous les abonnements Tango pour smartphones, actuels et futurs. L’activation du service via un simple SMS avant de partir en vacances permet de bénéficier de 30 jours consécutifs sans frais de roaming, partout en Europe, entre le 2 juin et le 30 septembre. </div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-87152603720852361132014-06-15T14:41:00.003-07:002014-06-15T14:41:26.011-07:00Are phablets cannibalizing tablet sales among business users?<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.techrepublic.com/article/are-phablets-cannibalizing-tablet-sales-among-business-users/<br />
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<span style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;">By </span><a class="author" href="http://www.techrepublic.com/search/?a=conner+forrest" rel="author" style="background-color: white; color: #39434d; cursor: pointer; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px; text-decoration: none;">Conner Forrest</a><span style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;"> </span><span class="date" style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;">June 4, 2014, 5:00 AM PST</span><span style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;"> </span><br />
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A recent IDC report says that tablets sales are slowing and being cannibalized by phablets. Are tablet sales actually slowing, and are phablets truly a threat? </div>
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<figure class="image pull-none image-large" style="clear: both; margin: 0px 0px 20px; position: relative; width: 379.9971923828125px;"><span class="img "><img alt="phablethero.jpg" src="http://tr2.cbsistatic.com/hub/i/r/2014/06/03/5a4bc2a2-3a1c-4c6c-bbce-60c489622682/resize/620x485/4f1dbacbc8bde4f3147f4d452a340fee/phablethero.jpg" style="border: 0px; display: block; height: auto; margin-left: auto; margin-right: auto; max-width: 100%;" /></span><figcaption style="color: #778596; margin: 10px 0px 0px; text-align: center;"><div class="credit">
Image: Samsung</div>
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Some users appreciate the the added tablet functionality of a phablet without having to purchase a second device or sign a second contract, while others are <a href="http://www.techrepublic.com/article/android-smartphones-oversizing-trend-disregards-usability/" style="color: #3289c8; cursor: pointer; text-decoration: none;" target="_blank">critical of the larger screen sizes and bulky designs</a>.</div>
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According to research done by International Data Corporation (IDC), the rise of phablet popularity is contributing, in part, to a perceived ebbing of tablet shipments. IDC had originally projected 260.9 million units, but has since projected a shipment of only 245.4 million units in 2014. According to Tom Mainelli, program vice president of devices and displays at IDC, it has dropped for two reasons.</div>
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"First, consumers are keeping their tablets, especially higher-cost models from major vendors, far longer than originally anticipated. And when they do buy a new one they are often passing their existing tablet off to another member of the family," Mainelli said in an IDC press release. "Second, the rise of phablets - smartphones with 5.5-inch and larger screens - are causing many people to second-guess tablet purchases as the larger screens on these phones are often adequate for tasks once reserved for tablets."</div>
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<figure class="image pull-right image-medium" style="clear: both; float: right; margin: 0px 0px 20px 20px; position: relative; width: auto;"><span class="img "><img alt="idcphab.png" src="http://tr1.cbsistatic.com/hub/i/r/2014/06/03/0209c01b-82fb-4bf6-b566-a782c05e03c1/resize/300x225/d0033a7d2e6643da3e85b643d2e574dd/idcphab.png" style="border: 0px; display: block; height: auto; margin-left: auto; margin-right: auto; max-width: 100%;" /></span><figcaption style="color: #778596; margin: 10px 0px 0px; text-align: center;"><div class="caption">
IDC's tablet forecast by screen size.</div>
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Image: IDC</div>
</figcaption></figure>The data that IDC uses to support the claim that phablets are cannibalizing tablet sales is its claim that the phablet share of smartphone shipments has gone from 4.3% at the beginning of 2013 to 10.5% at the beginning of 2014. According to the IDC press release, "'Phablet' is defined as a smartphone with screen size of 5.5 to 7 inches."<div style="margin-bottom: 20px;">
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According to IDC, the tablet market, which includes hybrid tablet/laptops, had a year-over-year growth rate of 51.8% in 2013, which dropped to a projected year-over-year growth rate of 12.1% in 2014. While there may be some correlation between the rise of phablet sales and the slowing of tablet sales, it doesn't necessarily mean there is a direct causal link between the two.</div>
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When asked about his research and the research done at his firm regarding phablets and tablets, Michael Facemire, a principal analyst at Forrester didn't see a possibility for phablets to overstep their boundaries and take some of the tablet market.</div>
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"I simply don't see an under-sized tablet or an over-sized phone eating into the existing tablet market," Facemire said.</div>
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This is partly due to the fact that phablets are still very much smartphones and exist in a different product lifecycle than tablets do. But, According to Facemire, it makes sense for companies to sell a product that they can present as existing in two different markets.</div>
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"If I can blur the line between what is a phone and what is a tablet, now I can blur the line on growth numbers," Facemire said. "So, I as a phablet manufacturer, say Samsung with the Note products, I can take the best of both worlds. I can say I've got phone renewal rates plus tablet functionality. Therefore, sell at an equal or higher price point than a phone, and keep growth numbers alive."</div>
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You must first consider the use cases for tablets and how that compares to smartphones. Phablets entered the market in an attempt to combine some of the best features of tablets with a smartphone to eliminate the need to purchase a second device. So, there's a potential that phablet owners wouldn't have been tablet owners to begin with.</div>
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"There are some people who are very enthusiastic about large devices, just the same way that there are some people who are very enthusiastic about SUVs," said Carl Howe, a vice president at the Yankee Group. "That doesn't mean we're not going to sell any cars anymore."</div>
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<figure class="image pull-none image-large" style="clear: both; margin: 0px 0px 20px; position: relative; width: 379.9971923828125px;"><span class="img "><img alt="yankeephab.png" src="http://tr1.cbsistatic.com/hub/i/r/2014/06/03/e969055b-b934-4153-9bca-68526c7bf82a/resize/620x485/c3ec5d5b8fc222d209082c8cb98c650b/yankeephab.png" style="border: 0px; display: block; height: auto; margin-left: auto; margin-right: auto; max-width: 100%;" /></span><figcaption style="color: #778596; margin: 10px 0px 0px; text-align: center;"><div class="caption">
The Yankee Group's projections for tablet sales.</div>
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Image: Yankee Group</div>
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Howe also mentions that Yankee's Current projected compound annual growth rate for tablets was 21% and its current projected annual growth of smartphones is 15.9%, meaning Yankee is actually projecting a higher growth rate for tablets than smartphones. When asked what he believes that 21% means relative to the original, astronomical growth numbers of the early tablets, Howe said: "You could call that a plateau, or you could simply call that a nicely growing mature market."</div>
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The main point of contention here with Mainelli's original statement is the correlation of phablet sales to a "decline" in tablet sales.</div>
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"I do not see a plateau, I do see a slowing down. It's just kind of a natural evolution," Facemire said. "When the iPad was announced there were tablet makers, but not real consumer tablet makers. So, obviously, there's going to be big year-over-year growth numbers; and that naturally has to slow down in a space where the hardware can remain functional for a long time."</div>
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When it comes to Mainelli's initial point that tablets are being kept longer than anticipated, that makes a lot of sense. Unlike smartphones, tablets do not exist in an purchase cadence that is necessitated by phone upgrades and 2-year wireless contract renewals.</div>
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The first iPad, which arguably initiated the consumer tablet market, was released in 2010, a mere four years ago. Aside from power users, most tablet users don't have the type of use case or use patterns that would necessitate a regular upgrade. Facemire mentions that both of his children have an first generation iPad, as do his parents and, four years later, it still serves its purpose for their needs.</div>
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Tablets are still young, and whether or not they are in danger of stalling out remains to be seen. However most tablets don't have a price point or software updates that are conducive to the upgrade cycle seen by smartphones.</div>
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That's why oversized phones, or phablets, are seeing some success, especially among professionals who don't want to carry two devices. Keep in mind that tablets often serve niche purposes in the enterprise, and phablets don't necessarily have the apps suite, screen real estate, or functionality to compete with these specialty use cases.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-90844346292813455192014-06-11T15:17:00.004-07:002014-06-11T15:17:32.802-07:00SuperMUC : un supercalculateur au service de la recherche en Green IT<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.lemagit.fr/contenu/SuperMUC-un-supercalculateur-au-service-de-la-recherche-en-Green-IT<br />
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<span class="author" style="background-color: white; float: left; font-family: Calibri, Helvetica, Arial, sans-serif; font-weight: 700; line-height: 19.8198184967041px;"><a class="author" href="http://www.lemagit.fr/auteur/Valery-Marchive" style="color: #74b6c9; float: left; outline: 0px; text-decoration: none;">Valéry Marchive</a></span><span class="authorEmail" style="background-color: white; background-image: url(http://cdn.ttgtmedia.com/rms/ux/images/computerweekly/redesign2/spriteGlobalCw.png); float: left; font-family: Calibri, Helvetica, Arial, sans-serif; line-height: 19.8198184967041px;"></span><br />
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SuperMUC, le supercalculateur du Leibniz Supercumputing Center (Lrz), à Munich, s’est récemment distingué par une simulation de tremblement de terre mobilisant jusqu’à 1,42 Pflops, soit 44,5 % de la capacité de calcul théorique disponible sur le supercalculateur. Dr Ludger Palm, responsable des relations publiques du centre, insiste sur les efforts d’optimisation logicielle nécessaires pour atteindre ce niveau d’utilisation : « en général, il est rare qu’un seul programme parvienne à utiliser plus de 5 à 10 % de la capacité. » Quel est donc le secret de SuperMUC pour atteindre de tels résultats ? Le Dr Arndt Bode, président du conseil d’administration du Lrz, explique mettre à la disposition des chercheurs un groupe d’experts chargés de leur accompagnement. Mais « les utilisateurs de SuperMUC sont déjà familiers du parallélisme et des supercalculateurs ». Les équipes utilisatrices rassemblent ainsi généralement chercheurs, spécialistes de l’algorithmique, et informaticiens, et doivent démontrer, dans leur dossier de demande d’utilisation du supercalculateur, leur expérience dans le calcul massivement parallèle.</div>
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<span style="font-weight: 700;">Une aide à l’optimisation du code</span></div>
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Toutefois, le code prévu pour être exécuté sur le supercalculateur l’est une première fois sur un cluster x86 fonctionnant sous Linux, afin d’observer son comportement et d’identifier les processus les plus gourmands non seulement en ressources processeur mais également, sinon surtout, en ressources électriques - en s’appuyant sur des outils développés en coopération avec IBM. Et c’est là que l’on trouve une autre source d’optimisation : la fréquence processeur utilisée par les différents processus. Le Dr Ludger Palm explique chercher là le meilleur compromis entre performances et consommation électrique, du fait du lien entre celle-ci et la fréquence de fonctionnement des processeurs. Un exercice dont il reconnaît toutefois la difficulté avec une architecture regroupant plus de 150 000 coeurs de processeurs : « nous avons donc une équipe chargée de compiler et d’analyser une base de données d’efficacité énergétique pour développer des outils visant à améliorer l’optimisation. » Selon le Dr Arndt Bode, il faut généralement 4 semaines avant de pouvoir accéder au supercalculateur. Une centaine de projets l’utilisent en moyenne chaque année. </div>
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Pour l’avenir, les équipes de SuperMUC espèrent pouvoir aller plus loin, et ajuster le fonctionnement de composants périphériques aux processeurs - mémoire, interfaces réseau, contrôleurs de stockage, etc.</div>
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<span style="font-weight: 700;">Un système de refroidissement innovant</span></div>
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L’efficacité énergétique est au coeur de la conception du supercalculateur mis en service début 2012. Les 9 400 noeuds de SuperMUC sont refroidis par une eau à 40°C. Après absorption des calories produites par les processeurs, celle-ci ressort à 65°C. Evoluant en circuit fermé, cette eau passe par un échangeur pour transférer ses calories excédentaires à un circuit secondaire. Celui-ci est lui-même refroidi par free cooling, sur la toiture du bâtiment, en été. En hiver, les calories du circuit secondaire sont utilisées pour chauffer les locaux administratifs adjacents. C’est IBM qui a conçu, sur mesure, pour le Lrz, ce système de refroidissement, comme une preuve de concept, et un système expérimental visant à étudier la production industrielle afin de servir, ultérieurement, d’autres clients. Le secret de l’opération ? Des considérations budgétaires. Le Dr Ludger Palm explique ainsi que le centre dispose d’un budget global fixe : « il s’agissait de savoir quelle part du budget reviendrait aux constructeurs et quelle part reviendrait à l’énergéticien. » De quoi motiver les premiers à innover afin de s’assurer la part du lion. Et pour l’heure, « pas de problèmes de fuites » ni de stabilité. Une demi-surprise : comme le rappelle le Dr Ludger Palm, « IBM avait déjà une vaste expérience dans le refroidissement liquide ».</div>
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Le centre de calcul lui-même reste toutefois organisé en allées chaudes et froides : les ressources de stockage et les équipements réseaux sont refroidis par air. Mais sans air pulsé dans la salle de production : les systèmes de refroidissement par air sont intégrés aux baies et rafraîchis eux-mêmes par eau. L’eau et l’électricité sont amenés par les faux planchers; seule la connectique réseau passe en aérien, au-dessus des baies. </div>
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<span style="font-weight: 700;">Une approche globale de l’optimisation énergétique</span></div>
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Mais la démarche d’efficacité énergétique s’étend au-delà de ce supercalculateur, dont la conception a commencé en 2008, pour concerner toute l’infrastructure du centre de calcul, y compris immobilière. Voire au-delà : les architectes responsables des locaux administratifs adjacents se sont fortement penchés sur cette question. Par exemple, les bureaux sont toujours orientés au nord, pour limiter le recours à la climatisation. Quant aux salles de réunion, orientées au sud, leurs ouvertures sur l’extérieur sont équipées de déflecteurs, renvoyant les rayons du soleil lorsqu’il est haut dans le ciel, afin de limiter les apports caloriques en été, mais les laissant passer lorsqu’il est bas, en hiver. La géothermie est également utilisée.</div>
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Un cluster Linux refroidit par eau froide fait en outre l’objet d’une expérimentation visant à récupérer les calories générées pour produire… de l’électricité, et ainsi augmenter l’efficacité énergétique de l’ensemble. Baptisé CoolMUC, ce projet n’est pour l’heure que purement expérimental. Mais comme le souligne le Dr Arndt Bode, « nous essayons, afin de préparer l’avenir ». Résultat de ce souci d’efficacité, le Lrz mesure non pas seulement le PUE - coefficient d’efficacité énergétique - de SuperMUC mais dans l’ensemble du centre de calcul, en intégrant son patrimoine immobilier. Celui-ci s’établit aujourd’hui à 1,1 pour le seul supercalculateur, relève le Dr Arndt Bode, et à 1,4 à l’échelle de l’ensemble du centre de calcul, avec des systèmes refroidis par eau froide affichant un PUE de l’ordre de 1,6 en moyenne.</div>
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Si certains éléments de SuperMUC relèvent de la propriété intellectuelle d’IBM, d’autres sont en revanche le fruit de travaux de recherche régulièrement publiés et largement accessibles et réutilisables. Que ce soit à l’échelle de la Bavière et de l’Allemagne qu’au-delà.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-50576657712875585182014-06-11T15:13:00.002-07:002014-06-11T15:13:23.194-07:00No Internet Access? Drones and Lasers to the Rescue<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.pcmag.com/slideshow/story/324230/no-internet-access-drones-and-lasers-to-the-rescue<br />
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Top firms like Google and Facebook are using high-flying tech - from satellites to drones - to bring Internet access to all corners of the globe.</div>
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Though the modern Internet has only been available to the average home for about 20 years, it has made enough of an impact for the United Nations in 2012 to suggest that access should be <a href="http://www.pcmag.com/article2/0,2817,2386456,00.asp" style="border: 0px; color: #007ba1; cursor: pointer; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">considered a human right</a>. Whether or not you agree with that (<a href="http://www.pcmag.com/article2/0,2817,2398405,00.asp" style="border: 0px; color: #007ba1; cursor: pointer; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">Google's Vint Cerf is skeptical</a>), Internet access is a hot-button issue, as evidenced by the ongoing net neutrality debate at the FCC.</div>
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But while the commission <a class="" href="http://www.pcmag.com/article2/0,2817,2458143,00.asp" style="border: 0px; color: #007ba1; cursor: pointer; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">figures out</a> how best to regulate the Internet in areas that already have broadband service, a number of tech giants are working to bring Web access to the corners of the globe that have not yet been touched by social networking, memes, online shopping, and all the other bounties a connected life provides.</div>
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According to <a href="http://www.internetworldstats.com/stats.htm" style="border: 0px; color: #007ba1; cursor: pointer; font-family: inherit; font-style: inherit; font-weight: inherit; margin: 0px; outline: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;" target="_blank">recent stats</a>, just over 40 percent of those in the Middle East, 15.6 percent of those in Africa, and 27.5 percent of those in Asia use the Internet (compared to 78.6 percent in North America and 63.2 percent in Europe). Though adoption of low-cost smartphones has helped boost Internet usage in certain under-served areas, companies like Facebook and Google are now taking more drastic measures to make sure all corners of the world have access to the Web (and their services, of course).</div>
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What type of projects are we talking about? Check out the slideshow for a rundown of some innovative ways that well-known tech giants are trying to expand the reach of the Interwebs.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-50052666005495858912014-06-10T16:14:00.000-07:002014-06-10T16:14:08.872-07:00"Digital", mot magique ou redoutable trompe-l'oeil ?, par Christophe Ginisty<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.ecommercemag.fr/Breves/Digital-mot-magique-redoutable-trompe-oeil-Christophe-Ginisty-55915.htm<br />
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Publié le <time datetime="2014-05-30">30/05/2014</time> par <span itemprop="author" itemscope="" itemtype="http://schema.org/Person">Christophe Ginisty - CEO Open Agency</span></div>
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<span style="font-size: small;">Depuis que j'accompagne des organisations dans leurs "transformations digitales", mon sentiment est que nous accordons tous trop de place à cette notion et, ce faisant, nous minimisons la dimension sociale qui, selon moi, est la plus importante.</span></h2>
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<figure class="visuel-moyen" style="float: right; margin: 0px 0px 20px 10px; max-width: 314px; padding: 0px; position: relative;"><a href="http://img.ecommercemag.fr/Img/BREVE/2014/5/233375/Digital-mot-magique-redoutable-trompe-oeil-par-Christophe-Ginisty-F.jpg" rel="lightbox" style="color: #088ff8; display: block; position: relative; text-decoration: none;"><img alt="'Digital', mot magique ou redoutable trompe-l'oeil ?, par Christophe Ginisty" itemprop="image" src="http://img.ecommercemag.fr/Img/BREVE/2014/5/233375/Digital-mot-magique-redoutable-trompe-oeil-par-Christophe-Ginisty-L.jpg" style="border: 0px; display: block; margin: 0px auto;" width="314" /><span class="loupe" style="background: url(http://s2.edi-static.fr/Include/images/sprite.png) 100% -640px no-repeat transparent; bottom: 0px; display: block; height: 40px; position: absolute; right: 0px; visibility: hidden; width: 314px; z-index: 9999;"></span></a></figure><div class="body_news" style="font-family: Georgia, 'Times New Roman', Times, serif; line-height: 28px; margin-bottom: 20px;">
Tout le monde n'a que ce mot à la bouche depuis une bonne dizaine d'années. <b>Le digital est partout, dans toutes les conversations</b>. On l'utilise pour désigner la révolution du Web social, pour baptiser des nouveaux départements dans les agences et même pour décrire une génération de "natives".</div>
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On l'accole à nos métiers pour <b>mieux exprimer notre modernité ou notre différence</b> : marketing digital par-ci, communication digitale par-là, rien n'y échappe et les entrepreneurs, qui se sentent pousser des ailes, créent des agences digitales par dizaines.</div>
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Et pourtant, le numérique est-il si central ?</div>
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Depuis que j'accompagne des organisations dans leurs "<a href="http://lecercle.lesechos.fr/entrepreneur/marketing-communication/221185821/sujets-forts-transformation-digitale-marketing-2014-1" style="color: #088ff8; text-decoration: none;" target="_blank">transformations digitales</a>", mon sentiment est que nous accordons tous trop de place à cette notion et, ce faisant, <b>nous minimisons la dimension sociale</b> qui, selon moi est la plus importante. J'ai même acquis la conviction que tant le marketing que la communication ne sont pas devenus "digitaux" mais "sociaux".</div>
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Confucius</div>
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Confucius écrivait : "Quand le sage montre la lune, l'idiot regarde le doigt." Je me sens parfois comme cet idiot lorsque je passe trop de temps à commenter ces technologies qui ne sont que des tuyaux et des outils sur lesquels les comportements vont pouvoir se répandre. Car la lune que montre le sage, ce sont les foules, dans leur expressivité et leurs émotions. Ne croyons pas que cette distinction soit sans conséquences sur la manière dont nous définissons des stratégies d'engagement.</div>
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<span style="font-size: small;">Le numérique est un outil</span></h2>
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En nous concentrant sur la dimension sociale, nous nous donnons l'opportunité d'explorer nos actions sous un angle sociologique ou psychologique, voire philosophique. Nous nous affranchissons également des barrières technologiques qui séparent les "geeks" du reste des mortels. <b>Nous prenons les outils comme des moyens et non comme des fins en soi</b>.</div>
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La période que nous venons de vivre a été marquée par un<b>enthousiasme parfois béat et enfantin pour les technologies naissantes</b> et il est vrai que nous avons eu quelques raisons de nous émerveiller. Nous les avons quasiment sacralisées au sein de nos agences, au point même de ringardiser avec un brin de condescendance ceux de nos collègues qui ne partageaient pas notre excitation.</div>
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Lorsqu'elles se seront totalement répandues dans nos sociétés, comme ce n'est pas loin d'être le cas, elles disparaîtront de nos centres d'intérêt pour laisser place aux fondamentaux incarnés par les comportements des parties prenantes dans un environnement social. Et là, nous découvrirons que le monde n'est pas devenu digital et que <b>la mue technologique aura juste permis de mettre du "social" dans tous les compartiments de nos vies de consommateurs.</b></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-87294716138028552822014-06-10T16:09:00.001-07:002014-06-10T16:09:22.155-07:00Le nouveau visage de la fraude en ligne<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.ecommercemag.fr/Thematique/marche-prospective-1010/etudes-cibles-10044/Breves/nouveau-visage-fraude-ligne-237261.htm<br />
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<header style="background-color: white; color: #292d36; font-family: Arial, Helvetica, sans-serif;"><div class="informatif" style="color: #889ac6; font-family: Georgia, 'Times New Roman', Times, serif; margin-bottom: 20px;">
Publié le <time datetime="2014-06-05">05/06/2014</time> <text>par <a href="http://www.ecommercemag.fr/auteurs/francois-deschamps-182-1.htm" style="color: #088ff8; font-weight: bold; text-decoration: none;"><span itemprop="author" itemscope="" itemtype="http://schema.org/Person"><span itemprop="name">François Deschamps</span></span></a></text></div>
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<span style="font-size: small;">Globalement en baisse dans l'e-commerce, la fraude et les tentatives de fraude doivent néanmoins faire l'objet d'une vigilance toute particulière de la part des acteurs du secteur. La Fraude identitaire se perfectionne, et (presque) tout l'hexagone est touché.</span></h2>
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<figure class="visuel-moyen" style="float: right; margin: 0px 0px 20px 10px; max-width: 314px; padding: 0px; position: relative;"><a href="http://img.ecommercemag.fr/Img/BREVE/2014/6/237261/nouveau-visage-fraude-ligne-F.jpg" rel="lightbox" style="color: #088ff8; display: block; position: relative; text-decoration: none;"><img alt="Le nouveau visage de la fraude en ligne" itemprop="image" src="http://img.ecommercemag.fr/Img/BREVE/2014/6/237261/nouveau-visage-fraude-ligne-L.jpg" style="border: 0px; display: block; margin: 0px auto;" width="314" /><span class="loupe" style="background: url(http://s2.edi-static.fr/Include/images/sprite.png) 100% -640px no-repeat transparent; bottom: 0px; display: block; height: 40px; position: absolute; right: 0px; visibility: hidden; width: 314px; z-index: 9999;"></span></a></figure><div style="font-family: Georgia, 'Times New Roman', Times, serif; line-height: 28px; margin-bottom: 20px;">
Exposé à des risques de fraudes liées aux paiements, l'e-commerce doit rester vigilant, s'adapter et maintenir un niveau de risque maitrisé. Selon les données récemment publiées au sein du<a href="http://www.espacedatapresse.com/documents_fil/2008901/LivreBlancCertissim2014_la_fraude_dans_le_e-commerce.pdf" style="color: #088ff8; text-decoration: none;" target="_blank">Livre blanc Certissim</a> intitulé "la fraude dans le e-commerce", le taux des fraudes ayant abouties (impayés frauduleux) dans le secteur en 2013, atteint 0,14% en valeur. Une statistique mesurée sur les transactions des 900 sites marchands partenaires de Certissim. </div>
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<b>Le montant des impayés frauduleux en 2013 s'élèverait donc à environ 70 millions d'euros</b>. Le montant d'un panier moyen issu de la fraude étant évalué à 243 euros. Cependant, des chiffres contradictoires existent. Dans le dernier rapport de la Banque centrale européenne, <b>la fraude en ligne en Europe atteindrait 794 millions d'euros, dont près de 200 millions pour la France</b>. </div>
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Pour mieux appréhender la vigilance des e-commerçants sur cet enjeu capital, il convient d'évoquer le taux de tentatives de fraudes. Autrement dit, les opérations visant à être frauduleuses mais n'aboutissant pas, notamment grâce à une meilleure maitrise des risques du côté des e-commerçants. </div>
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Selon Certissim, le taux de tentatives de fraudes serait ainsi de 3,83% en 2013, contre 3,91% un an plus tôt. En légère baisse, ce taux représenterait tout de même la coquette somme de 1,9 milliard d'euros (2013). Les enjeux financiers sont par conséquent significatifs à l'échelle de l'économie numérique nationale.</div>
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<b><u>Les produits les plus fraudés en France en 2013 :</u></b></div>
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<span style="font-size: small;">Montée en puissance de la fraude identitaire</span></h2>
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Les méthodes frauduleuses sont en proie à des évolutions majeures. Ainsi, les auteurs de phishing ne se contentent plus d'essayer de récupérer des coordonnées bancaires. Désormais, ils cherchent à récolter tous types de données personnelles : état civil, coordonnées (postales, bancaires, téléphoniques), mots de passe, réponses aux questions secrètes, etc. L'objectif pour eux, est d'utiliser une identité "propre" et crédible pour commander en ligne.</div>
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En cumulant les informations issues de phishing et des réseaux sociaux, les fraudeurs parviennent à prendre possession de comptes clients de e-acheteurs honnêtes connus des e-commerçants. <b>Ces usurpations sont possibles notamment à cause de la négligence des particuliers quant à la sécurisation de leurs mots de passe.</b></div>
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Une fois connecté, les fraudeurs s'approprient le compte client, en modifiant l'adresse e-mail et le numéro de téléphone, et commandent avec des numéros de cartes bancaires volés. En outre, le fraudeur n'est pas inquiété, en revanche, le vrai détenteur du compte client doit prouver qu'il n'est pas à l'origine des commandes frauduleuses.</div>
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<span style="font-size: small;">La France touchée dans son intégralité</span></h2>
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Selon Certissim, le phénomène de la fraude se concentre d'abord en zones urbaines. Les fraudeurs utilisent des adresses de livraison situées dans les grands centres urbains afin de se fondre dans la masse des commandes en ligne effectuées quotidiennement. Ils disposent alors d'un important marché de revente à proximité de leurs lieux de livraison.</div>
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Pour autant, les cas de fraudes en zones rurales sont en nette progression. En province, les fraudeurs privilégient la livraison en point relais. Pour ne pas être repérés, ils comptent sur la méconnaissance de leurs procédés de la part d'autorités locales peu confrontées à ce type de phénomène.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-33878599172393620872014-06-10T16:03:00.004-07:002014-06-10T16:03:52.904-07:00Evolution of wearable devices through patent drawings<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.techrepublic.com/pictures/evolution-of-wearable-devices-through-patent-drawings/1/<br />
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<span style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;">By </span><a class="author" href="http://www.techrepublic.com/search/?a=teena+hammond" rel="author" style="background-color: white; color: #39434d; cursor: pointer; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px; text-decoration: none;">Teena Hammond</a><span style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;">, </span><span class="date" style="background-color: white; color: #778596; font-family: 'Helvetica Neue', Helvetica, Arial, sans-serif; line-height: 29.279279708862305px;">June 2, 2014, 2:21 PM PST</span><br />
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<span style="font-size: small;">Hearing aid patent from 1939</span></h2>
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One of the most successful categories of electronic wearable devices is one that most people never think of - hearing aids. This patent was filed in 1939 and features a wearable bone-conduction hearing aid.</div>
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U.S. Patent number: 2249572</div>
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Filed: March 22, 1939, Publication date: July 15, 1941</div>
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Assignee: Dora Lieber, Lieber Patents Corp.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-20231701310880973632014-06-10T15:47:00.004-07:002014-06-10T15:47:42.991-07:00What is Little Data?<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.enterprisecioforum.com/en/blogs/jdodge/what-little-data<br />
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<span style="font-size: small;">It's more fun, relevant and less expensive than Big Data.</span></h2>
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<a href="http://www.enterprisecioforum.com/en/ContentVault?uctype[]=1989" style="-webkit-padding-start: 0px; color: #007dba; text-decoration: none;">Blog-post</a> by<span itemprop="author" itemscope="" itemtype="http://schema.org/Person" style="-webkit-padding-start: 0px;"> <a href="http://www.enterprisecioforum.com/en/users/jdodge" style="-webkit-padding-start: 0px; color: #007dba; text-decoration: none;">John Dodge</a></span>, <div class="community_manager" style="-webkit-padding-start: 0px; display: inline; font-style: italic;">
Community Manager</div>
, <span content="2014-06-03EDT10:18:06-0400" itemprop="datePublished" style="-webkit-padding-start: 0px;">Tue, 06/03/2014 - 14:18</span></div>
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Is Little Data just a way to make everyone feel better about the Big Data that overwhelms us? Perhaps so.</div>
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So what is Little Data? <strong style="-webkit-padding-start: 0px;">That will be the focus of our Thursday Twitter chat from 2-3 p.m. EDT. Use hashtag #CIOchat.</strong></div>
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I have been searching for the textbook definition of Little Data and of course there isn't one. But it's the data closest to us and that guides everyday decision making. HP blogger E.G. Nadhan just composed a post "<a href="http://www.enterprisecioforum.com/en/blogs/enadhan/little-data-relevant-information-you-can" style="-webkit-padding-start: 0px; color: #007dba; text-decoration: none;">Little Data is relevant information you consume when needed</a>." He used the weather as an example.</div>
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Little Data is like a trail up a mountain. Big Data is like bushwhacking anywhere up the mountainside. You have less of a chance making it to the summit using the latter approach.</div>
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<a href="http://blogs.hbr.org/2013/05/little-data-makes-big-data-mor/" style="-webkit-padding-start: 0px; color: #007dba; line-height: 1.4em; text-decoration: none;">An Harvard Business Review (HBR) post</a><span style="-webkit-padding-start: 0px; line-height: 1.4em;"> from a month ago looks at Little Data as information that is closest to us and most meaningful.</span></div>
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<span style="-webkit-padding-start: 0px;">"Little Data is what we know about ourselves. What we buy. Who we know. Where we go. How we spend our time. We’ve always had a sense for these things — after all, it’s our lives. But thanks to the combination of mobile, social, and cloud technologies, it’s easier than ever to gain insight into our own behavior."</span></div>
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Another <a href="http://hbr.org/2013/12/you-may-not-need-big-data-after-all/ar/1" style="-webkit-padding-start: 0px; color: #007dba; text-decoration: none;">HBR article</a> says companies are not getting much bang for their Big Data buck and possibly "never will." It concedes, though, that the few which use Big Data to guide decisions tend to be more profitable and better performing. </div>
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"Over the past three years, we’ve conducted seven case studies and interviewed executives at 51 companies to understand how companies generate business value from data. We have found that those that consistently use data to guide their decision making are few and far between."</div>
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<span style="-webkit-padding-start: 0px; line-height: 1.4em;">Another way to look at Little Data is data that can easily identified as helping to meet business objectives, according to </span><a href="http://www.forbes.com/sites/prospernow/2014/05/29/david-vs-goliath-why-little-data-will-win-over-big-data/" style="-webkit-padding-start: 0px; color: #007dba; line-height: 1.4em; text-decoration: none;">this Forbes post</a><span style="-webkit-padding-start: 0px; line-height: 1.4em;">.</span></div>
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To be honest, I don't know exactly what Little Data is, but it feels and smells more approachable, friendler, less expensive and less of a crap shoot than Big Data. Little Data is what life is about. Big Data is a massive and amoebic abstraction.</div>
<div style="-webkit-padding-start: 0px; line-height: 1.4em; padding: 0px 0px 1em;">
What do you think? We'll have rousing Twitter chat about Little Data Thursday.</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-75625054076723184122014-06-10T15:43:00.001-07:002014-06-10T15:43:23.372-07:00L’intégration du numérique dans une classe de 5ème<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.decideur-public.info/article-l-integration-du-numerique-dans-une-classe-de-5eme-123827357.html<br />
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<span class="text" style="display: inline; margin: 0px; padding: 0px;">Jeudi 5 juin 2014</span></div>
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<span style="margin: 0px; padding: 0px;">Professeur de français au collège Louis Lumière de Marly le Roi dans les Yvelines, Anne-Marie Patenotte revient sur l’usage des tablettes dans sa classe de 5<span style="margin: 0px; padding: 0px;">ème</span>. </span></div>
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<span style="margin: 0px; padding: 0px;">La tablette tactile est un objet moderne qui s’inscrit dans l’ère du temps et qui, de nos jours, est parfaitement adopté par les enfants. </span></div>
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<span style="margin: 0px; padding: 0px;">« <em style="margin: 0px; padding: 0px;">Avec l’introduction du numérique à l’école, les élèves n’ont plus à quitter la salle de classe.</em> <em style="margin: 0px; padding: 0px;">La manière d’enseigner évolue, reste efficace en ajoutant une touche de ludisme à l’apprentissage</em> », déclare Anne-Marie Patenotte. </span></div>
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<span style="margin: 0px; padding: 0px;"><em style="margin: 0px; padding: 0px;">C’est ce qui m’a séduit dans les applications éducatives que proposent eduPad, ainsi que l’ergonomie de leurs applications iTooch, qui permettent un enchaînement logique des notions et des exercices, adaptés au rythme de chacun des élèves »</em>, rajoute Anne-Marie Patenotte </span></div>
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<span style="margin: 0px; padding: 0px;">Pour l’avenir de l’enseignement au collège,</span><span style="margin: 0px; padding: 0px;">Anne-Marie Patenotte aimerait que les élèves deviennent plus autonomes, qu’ils soient capables de s’autogérer en étant impliqués dans plus de projets. En cela, l’utilisation du numérique, l’intégration des tablettes ou même de smartphones en cours peut permettre d’apporter un souffle nouveau dans les établissements scolaires, et surtout la faire entrer dans une nouvelle ère, utilisant le potentiel éducatif des nouvelles technologies.</span></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-78805324940400994692014-06-10T15:34:00.002-07:002014-06-10T15:34:10.091-07:00Here's That Extra Pair of Robot Arms You've Always Wanted<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://spectrum.ieee.org/automaton/robotics/industrial-robots/heres-that-extra-pair-of-robot-arms-youve-always-wanted/<br />
<span style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;">By Evan Ackerman, </span><span style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;">Posted</span><span style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;"> </span><label datetime="" style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;">2 Jun 2014 | 15:10 GMT</label><br />
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Supernumerary Robotic Limbs (SRLs) are robotic limbs that, when worn, give you more limbs than you'd normally have. In other words, they're not robotic limbs designed to <a href="http://spectrum.ieee.org/tag/prosthetics" style="color: black; outline: 0px;">replace biological limbs that you might be missing</a>, but rather robotic limbs designed to augment the number of limbs that you have already.</div>
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MIT researchers have been developing SRLs that can help you do stuff that would be annoying, uncomfortable, or impossible to do on your own. Today at the IEEE International Conference on Robotics and Automation (<a href="http://spectrum.ieee.org/tag/icra" style="color: black; outline: 0px;">ICRA</a>) in Hong Kong, they presented their latest SRL prototypes, with one model featuring a pair of limbs that spring from your shoulders and another with limbs that extend from your waist.</div>
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MIT's shoulder-mounted SRL is designed to assist in tasks that take place over your head, or in situations where your other two arms are busy and you need a hand (literally) with something. One example, shown in the second video below, would be in a construction context, where anything that needs to be attached to a ceiling has to be held up and hammered or screwed into place at the same time.</div>
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Another example (that's probably a bit more common for most of us) is trying to open a door when you're holding something with both hands.</div>
<figure style="display: inline-block; height: auto; margin: 0px 0px 26px; width: 620px;"><img alt="" src="http://spectrum.ieee.org/img/srl-img4-1401721722159.png" style="border: 0px; margin-bottom: 5px; max-width: 100%; vertical-align: middle;" /><figcaption class="hi-cap" style="color: #565656; font-family: Helvetica, Arial, sans-serif; line-height: 16px; margin: 0px 0px 4px; max-width: 100%; min-height: 18px;">Image: MIT d'Arbeloff Laboratory</figcaption></figure><div style="line-height: 25px; margin-bottom: 1em;">
The SRL shoulder robot uses two arms mounted on your shoulders such that the reaction forces on them are aligned with the spine. Each arm has five degrees of freedom, with interchangeable and customizable end effectors, and the complete systems weighs about 4.5 kilograms (10 pounds).</div>
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What's tricky about having a pair of shoulder arms is getting them to do what they're supposed to do without having to control them with your other arms, which would kind of defeat the purpose of the entire setup. Instead, the SRL watches what you're doing with your arms to decide how to move. It does that by monitoring two inertial measurement units (IMUs) that the user wears on the wrists. A third IMU sits at the base of the robot’s shoulder mount, to track the overall orientation and motion of the SRL.</div>
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The SRL uses the gyro and accelerometer data from the IMUs to make a prediction (based on a model that's been created by demonstration learning) about what would be the most helpful, proactive position for its own arms. If you put your arms up above your head, for example, the SRLs raise above your head too, because it figures you're trying to hold something up. Using their SRL prototype, the researchers are testing different "behavioral modes" to program the limbs to do what they want.</div>
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"Once we combine the most significant behavioral modes we are able to control the robot such that, from the wearer's perspective, it behaves like an extension of his own body," says Baldin Llorens-Bonilla, a researcher at the d'Arbeloff Laboratory at MIT.</div>
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In addition to these extra shoulder arms, other researchers at the d'Arbeloff Lab, led by<a href="http://meche.mit.edu/people/index.html?id=5" style="color: black; outline: 0px;">Professor Harry Asada</a>, are constructing waist arms that can be used for holding objects as well as for bracing the user, much like an extra pair of legs [see concept, right].</div>
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Much of this research was sponsored by Boeing, which is interested in finding ways to keep its aging human workforce of aircraft builders from getting injured by repeatedly lifting heavy things, stooping, or crouching repeatedly over long periods of time. The waist-mounted SRLs can be used as two extra arms, two extra legs, or one of each, if that's what would work best. The example below shows SRLs being used to brace a worker as he drills a hole in an airframe:</div>
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And the illustration below shows how SRLs can be positioned to support the bodyweight of the user:</div>
<figure style="display: inline-block; height: auto; margin: 0px 0px 26px; width: 620px;"><img alt="" src="http://spectrum.ieee.org/img/srl-img3-1401720030411.png" style="border: 0px; height: 480px; margin-bottom: 5px; max-width: 100%; vertical-align: middle; width: 620px;" /><figcaption class="hi-cap" style="color: #565656; font-family: Helvetica, Arial, sans-serif; line-height: 16px; margin: 0px 0px 4px; max-width: 100%; min-height: 18px;">Image: MIT d'Arbeloff Laboratory</figcaption></figure><div style="line-height: 25px; margin-bottom: 1em;">
So why not just go straight to a <a href="http://spectrum.ieee.org/at-work/innovation/raytheon-sarcoss-exoskeleton-nears-production" style="color: black; outline: 0px;">full-body</a> <a href="http://spectrum.ieee.org/tag/exoskeletons" style="color: black; outline: 0px;">exoskeleton</a> instead of just additional arms? The researchers say that the constraint of an exoskeleton is that by definition it's bound to the body of the user: no matter what the most advantageous orientation for your limbs might be, the exoskeleton is putting all of its force wherever you decide to put your arms and legs. Having limbs that are powered yet completely separate gives the system many more option for helping you out.</div>
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And of course, it's the best way to <a href="http://en.wikipedia.org/wiki/Zaphod_Beeblebrox" style="color: black; outline: 0px;">improve your ski-boxing</a>.</div>
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"A Robot on the Shoulder: Coordinated Human-Wearable Robot Control using Coloured Petri Nets and Partial Least Squares Predictions," by Baldin Llorens-Bonilla and H. Harry Asada from MIT, was presented at ICRA 2014 in Hong Kong. Additional papers presented on this topic presented at ICRA include "Bracing the Human Body with Supernumerary Robotic Limbs for Physical Assistance and Load Reduction," by Federico Parietti, Kameron Chan, and H. Harry Asada, and "Supernumerary Robotic Limbs for Aircraft Fuselage Assembly: Body Stabilization and Guidance by Bracing," by Federico Parietti and H. Harry Asada.</div>
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[ <a href="http://darbelofflab.mit.edu/?q=node/22" style="color: black; outline: 0px;">MIT d'Arbeloff Laboratory</a> ]</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-34795344069654399102014-06-10T15:25:00.000-07:002014-06-10T15:25:01.373-07:00Driverless Cars: Optional by 2024, Mandatory by 2044<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://spectrum.ieee.org/transportation/advanced-cars/driverless-cars-optional-by-2024-mandatory-by-2044/<br />
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<span style="font-size: small;">Autonomous driving will push humans into the passenger seat</span></h2>
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By Philip E. Ross, Posted <label datetime="">29 May 2014 | 16:00 GMT</label></div>
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<span style="font-weight: 700;">Sixty years ago this month, Isaac Asimov</span> published a <a href="http://www.ebook2u.org/book/217/" style="color: black; outline: 0px;">short story</a> about a self-driving “automatobile” called <a href="http://www.e-reading.bz/chapter.php/82060/20/Isaac_Asimovs_Worlds_of_Science_Fiction._Book_9__Robots.html" style="color: black; outline: 0px;">Sally</a> who had not only judgment but feelings, which spelled doom for the man who loved her.</div>
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It will happen—and it won’t. Fully automated cars will be common. Those cars will have judgment, and this will upend our lives, our work, and our cities. But cars will have no more feeling than IBM’s Deep Blue had back in 1997, when it beat the world chess champion. Well, two out of three isn’t half bad, even for an Asimov.</div>
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Today you can buy a top-of-the-line <a href="http://spectrum.ieee.org/transportation/self-driving/2014-top-ten-tech-cars" style="color: black; outline: 0px;">S-Class</a> car from Mercedes-Benz that figuratively says “ahem” when you begin to stray out of your lane or tailgate. If you do nothing, it’ll turn the wheel slightly or lightly apply the brakes. And if you’re still intent on crashing, it will take command. In 5 years, cars will be quicker to intervene; in 20, they won’t need your advice; and in 30, they won’t take it.</div>
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<a href="http://spectrum.ieee.org/transportation/advanced-cars/driverless-cars-optional-by-2024-mandatory-by-2044/#WhatCouldGoWrong" style="color: black; outline: 0px;"><img alt="graphic link to what could possibly go wrong sidebar" class="sm rt" src="http://spectrum.ieee.org/img/wcgw-link-1400873976147.jpg" style="border: 0px; float: right; margin: 7px 0px 26px 20px; max-width: 100%; vertical-align: middle; width: 140px;" /></a>Accident rates will plummet, parking problems will vanish, streets will narrow, cities will bulk up, and commuting by automobile will become a mere extension of sleep, work, and recreation. With no steering column and no need for a crush zone in front of the passenger compartment (after all, there aren’t going to be any crashes), car design will run wild: Collapsibility! Stackability! Even interchangeability, because when a car can come when called, pick up a second or third passenger for a fee, and park itself, even the need to own the thing will dwindle.</div>
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“When we modeled that for Ann Arbor, Mich., we found we’d need only 15 percent of the cars now owned there,” for a per-mile cost savings of 75 percent, says Larry Burns, director of the Program on Sustainable Mobility at the Earth Institute of Columbia University, in New York City. Burns is no ivory-tower academic: In his previous job he headed up research and development for General Motors.</div>
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What’s most striking about the new thinking is how suddenly it jelled. Two MIT economists, Erik Brynjolfsson and Andrew McAfee, write about the switch in their recent book, <a href="http://www.amazon.com/The-Second-Machine-Age-Technologies/dp/1480577472" style="color: black; outline: 0px;"><em>The Second Machine Age,</em></a> in which they describe their 2012 spin in the Google self-driving car as almost “boring” because the car drove “exactly the way we’re all taught to in driver’s ed.” They then note that the experience “was especially weird for us because only a few years earlier we were sure that computers would not be able to drive cars.”</div>
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Many others were just as sure. Read what Frank Levy of MIT and Richard Murnane of Harvard wrote about the challenge of city driving back in 2004, in their book <a href="http://www.amazon.com/The-New-Division-Labor-Computers/dp/0691124027" style="color: black; outline: 0px;"><em>The New Division of Labor</em></a><em>:</em></div>
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As the driver makes his left turn against traffic, he confronts a wall of images and sounds generated by oncoming cars, traffic lights, storefronts, billboards, trees, and a traffic policeman. Using his knowledge, he must estimate the size and position of each of these objects and the likelihood that they pose a hazard…. Articulating this knowledge and embedding it in software for all but highly structured situations are at present enormously difficult tasks.</div>
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<span style="font-weight: 700;">A year after those lines were </span>written, Sebastian Thrun led the Stanford team’s car to victory in the DARPA Grand Challenge, the Defense Advanced Research Projects Agency’s autonomous vehicle race. Two years later, Google hired Thrun. And in 2010 Thrun’s group unveiled Google’s car.</div>
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Why the sudden change? Maybe it had to do with the ongoing drop in the cost of radar, infrared imagers, sonar, GPS, and other sensors. Or maybe it was the dramatic improvement in the processing power of embedded systems. Or it could be that engineers had just gotten comfortable with such building-block technologies as adaptive cruise control, automatic parking, and navigation.</div>
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In any case, by the beginning of this decade every major automaker was working on autonomous driving. The most in-your-face firm, as usual, is Nissan Motor Co., whose chief executive, Carlos Ghosn,<a href="http://spectrum.ieee.org/tech-talk/green-tech/advanced-cars/nissans-ghosn-says-leave-the-driving-to-us" style="color: black; outline: 0px;">recently promised</a> to introduce not one car but a line of cars that can drive themselves—by 2020. Big talk, you may say, but in 2007 Ghosn vowed to deliver the all-electric Leaf by 2010, and he did.</div>
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Interesting, also, is Volvo’s growing investment in autonomous driving technology. As part of the European research project known as SARTRE (Social Attitudes to Road Traffic Risk in Europe), the final version of which ran from 2009 to 2012, Volvo supplied <a href="http://spectrum.ieee.org/green-tech/advanced-cars/all-aboard-the-robotic-road-train" style="color: black; outline: 0px;">cars that automatically followed</a> in a line behind a truck driven by a professional driver, saving effort and fuel.</div>
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A lead engineer in that project, Erik Coelingh, says Volvo is using a fleet of 100 cars to test out autonomy in the Swedish city of Gothenburg. Such validation will take time, he adds, no matter how fast other technologies may advance. “Even if you’ve tested the system in 10 cars and it works fine, with not a single incident, it doesn’t tell you a lot about how 100 000 cars will do on the road.”</div>
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He sees the technology advancing by degrees, beginning in test-bed cities like Gothenburg and in places where pedestrians aren’t allowed—say, within <a href="http://www.youtube.com/watch?v=BtGiRN3E0c0" style="color: black; outline: 0px;">mines in Australia</a>, where huge robotrucks are already carrying ore. Next come traffic jams, where movement is slow and there is no oncoming traffic. Then, he says, come selected routes, every meter of which has been carefully validated, so that a driver can just “punch a button to drive autonomously.”</div>
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Testing will proceed road by road and city by city, Coelingh says, building to the point at which cars can plan the route and take you there, from door to door. But he figures it’ll be 10 years for the first commercial robocars (that’s three more years than Ghosn predicts), and 20 before they take up a big share of new sales. However, he allows, autonomy could come faster in places where much of the infrastructure is only now being put in, like China. (By the way, Volvo is now owned by Geely Automobile, a Chinese firm.)</div>
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Where infrastructure is designed with robocars in mind, many of the hardest problems will be easy to solve. Cars will talk to the road, to the traffic signs, and to one another. What one car up ahead can see, all will know about. Even the problem of identifying pedestrians lurking behind shrubbery will finally fade away: After all, if cars can talk to signs, they can certainly talk to the cellphone in your pocket. Traffic accidents will be rare enough to be as shocking as they should be.</div>
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<span style="font-weight: 700;">Asimov wrote not of robocars but of their </span>consequences. He thus followed the sci-fi rule of his colleague, Frederik Pohl, “to predict not the automobile but the traffic jam.”</div>
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In that spirit, let’s assume that fully autonomous vehicles mature without worrying too much about the technology needed. What would happen? Briefly, our roads, our towns, and the frames of our lives will change, as they did when cars were first introduced.</div>
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“Approximately every two generations, we rebuild the transportation infrastructure in our cities in ways that shape the vitality of neighborhoods; the settlement patterns in our cities and countryside; and our economy, society, and culture,” <a href="http://www.huduser.org/portal/periodicals/cityscpe/vol15num3/ch11.pdf" style="color: black; outline: 0px;">writes Marlon G. Boarnet</a>, a specialist in transportation and urban growth at the University of Southern California.</div>
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Robocars would be shared, and that would make them both convenient and cheap to use. Vehicles would be fewer in number but far more heavily used, picking up new passengers near where they left the last ones off. Such vehicle-sharing schemes are spreading, even though today’s dumb vehicles tend not to be there for you when you need them. One reason is that they accumulate at popular destinations. It’d be different for a car that could come when you called and leave when you were done with it.</div>
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“Certainly, car sharing is an option,” says Ralf Herrtwich, a leader in Mercedes’s autonomous car project, in Stuttgart. “Get the vehicle at your command, drop it at your convenience, no parking.”</div>
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Brave talk, but Mercedes owners must quail at the thought of a commodified sharemobile. Who would pay a higher fare for a robotaxi lined in burled walnut, with leather seats and a perfume dispenser—features actually offered in the 2014 Mercedes S-Class?</div>
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There’s one bunch who won’t be able to pay for such fripperies: professional drivers. Say good-bye to all of them—5 million people in the United States alone. In a world of autonomous cargo carriage, machines could hitch trucks to standardized containers of stuff. Then, at distribution points, other machines could transfer their contents to smaller trucks—or perhaps to robots so small they could safely roll along sidewalks. Picture a little triwheeler that would fail only by stopping, not by falling on your head, as one of Amazon.com’s proposed quadcopter delivery drones might do.</div>
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“Could we enter into a world where things are brought to us in a Segway-size pod?” wonders Burns of Columbia. “And if so, what does that do to retail big-box stores?”</div>
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Say bye-bye as well to the soccer mom. Parents will call a robocab, set its parental controls, lock the car doors, and send their teenage daughters to practice or maybe to the library, making it impossible for them to cruise “through the hamburger stand now,” as the Beach Boys sang in 1964.</div>
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The self-driving car will free us of much drudgery, true, but future generations may never know the freedom of the open road. And though the work such a car will do will be of great value, it probably won’t inspire many songs.<a href="https://www.blogger.com/null" name="WhatCouldGoWrong" style="outline: 0px;"> </a></div>
<aside class="xlrg lt inlay whatwrong" style="border-color: rgb(255, 102, 51); border-style: solid; border-width: 10px 0px; float: left; margin: 7px 26px 26px 0px; padding: 30px 0px 10px; width: 620px;"><h5 style="color: #ff6633; font-family: Helvetica, Arial, sans-serif; letter-spacing: 0.1em; line-height: 1em; margin: 0px; text-transform: uppercase;">
<span style="font-size: small;">WHAT COULD POSSIBLY GO WRONG?</span></h5>
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<span style="font-size: small;">When 99% Safe Isn’t Safe Enough</span></h3>
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The dangers of autonomous-drive technology arise just as it approaches perfection</h4>
<figure class="med lt" id="whatwrongIconPadding" role="img" style="display: inline-block; float: left; height: auto; margin: 0px 12px 12px 0px; padding-right: 20px; text-align: center; width: 300px;"><img alt="cars icon " src="http://spectrum.ieee.org/img/06OLcars-1400695270814.jpg" style="border: 0px; margin-bottom: 5px; max-width: 100%; vertical-align: middle;" /><div class="ai">
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<span style="font-weight: 700;">The worst thing that </span>will accompany the march of robocar technology will come when cars are almost but not quite autonomous. Their prowess will lull all-too-human drivers into complacency.</div>
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“Automating the vehicle is a long continuum,” says Josh Switkes, founder and chairman of Peloton Technology, which is working on automating trucks. “If the driver doesn’t do anything most of the time but still has to do emergency braking? That’s not good. He doesn’t pay attention—he’s not there when you need him.”</div>
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To stop that from happening, this year’s Mercedes S-Class car actually sounds an alarm if the driver’s hand leaves the wheel for more than 10 seconds. Expect such backseat driving to get worse as self-driving technology gets better.</div>
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A second problem will be the eye-catching nature of the few accidents that do happen when cars routinely speed along with a 2-meter gap between them. In that world, anything that goes wrong for one car will go wrong for a lot of cars, and nobody will heed those who cite the statistics showing that driving is safer than walking. We know this will happen because it already has—for air travel.</div>
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There will be other little problems. The early robocars will be tuned to “extra polite,” allowing aggressive human drivers to practically run them off the road. Lawyers will have a field day when something goes wrong. And the very connectedness of cars—to one another and to the roads and signage—will take away the anonymity of the passengers. You’ll never drive alone—even if you want to.</div>
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Even the cities, relieved of most of their burden of cars, will also miss the revenue from parking fees. And public-transit systems, like subways, will suffer for lack of business.</div>
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But really, the worst single thing that could happen is that the autonomous car might not happen fast enough—not until the very end of the forecasting horizon of this special issue of <em>IEEE Spectrum</em>.</div>
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“Really automatic, as for a blind driver? Fifty years,” says Jens Desens, a Daimler engineer who works on his company’s experimental autonomous car and ought to know. He waves both hands for emphasis, which he can do because the car is doing all the driving.</div>
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We’re outside Stuttgart, cruising along an autobahn in a Mercedes S-Class tricked out with extra sensors. Unlike the experimental version, it can’t handle city streets, but it sure knows how to pass a slowpoke on a highway.</div>
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“Come on,” I sputter, after just such a demonstration. “If this car can do this now, what won’t it be able to do in a decade?”</div>
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Desens sits back, his hands in his lap (of course), and sighs.</div>
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“Look, we started in the ’60s and ’70s last century to develop this radar,” he says with another sigh. “It was this big”—his hands spread way out again—“like three suitcases. We started to sell it only in 1999. So 25 years of development just for the radar sensor.” <em>—P.E.R.</em></div>
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<em>This article originally appeared in print as “Robot, You Can Drive My Car.”</em></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-66554967511185902812014-06-10T15:19:00.003-07:002014-06-10T15:19:49.585-07:00We Will End Disability by Becoming Cyborgs<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://spectrum.ieee.org/biomedical/bionics/we-will-end-disability-by-becoming-cyborgs/<br />
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<span style="font-size: small;">Neural interfaces and prosthetics will do away with biology’s failings</span></h2>
<span style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;">By Eliza Strickland, </span><span style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;">Posted </span><label datetime="" style="font-family: Theinhardt-Regular, sans-serif; line-height: 42px;">27 May 2014 | 15:03 GMT</label><br />
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<figure class="med lt" role="img" style="display: inline-block; float: left; height: auto; margin: 7px 20px 26px 0px; width: 300px;"><img alt="biomedOpen" src="http://spectrum.ieee.org/img/biomedOpen-1400614220380.jpg" style="border: 0px; margin-bottom: 5px; max-width: 100%; vertical-align: middle;" /><a href="http://spectrum.ieee.org/static/the-future-we-deserve" style="color: black; outline: 0px;"><img alt="future report icon " src="http://spectrum.ieee.org/img/06OLFutureWeDeserveBanner2-1400606008487.jpg" style="border: 0px; margin-bottom: 5px; max-width: 100%; vertical-align: middle;" /></a><figcaption class="hi-cap" style="color: #565656; font-family: Helvetica, Arial, sans-serif; line-height: 16px; margin: 0px 0px 4px; max-width: 100%; min-height: 18px;">Photo: Adam Voorhes; Prop Stylist: Robin Finlay</figcaption></figure><div style="line-height: 25px; margin-bottom: 1em;">
<span style="font-weight: 700;">Hugh Herr is a living exemplar</span>of the maxim that<span style="font-weight: 700;"> </span>the best way to predict the future is to invent it. At the age of 17, Herr was already an accomplished mountaineer, but during an ice-climbing expedition he lost his way in a blizzard and was stranded on a mountainside for three days. By the time rescuers found him, both of his legs were doomed by frostbite and had to be amputated below the knee. Once his scars healed, Herr spent months in rehab rooms trying out prosthetic legs, but he found them unacceptable: How could he climb with such clunky things? Surely, he thought, medical technologists could build replacement parts that wouldn’t slow him down.</div>
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Today, three decades after his accident, <a href="http://www.media.mit.edu/people/hherr" style="color: black; outline: 0px;">Herr</a> walks on bionic limbs of his own creation. As director of the <a href="http://biomech.media.mit.edu/#/" style="color: black; outline: 0px;">biomechatronics group</a> at the MIT Media Lab, Herr developed advanced prosthetics that he uses to walk, run, and even rock climb. And now, as he works with his colleagues to establish MIT’s new Center for Extreme Bionics, Herr is setting out not just to reinvent himself but the whole of society. “Fifty years out, I think we will have largely eliminated disability,” he declares, adding that he’s referring not just to physical disabilities but to many emotional and intellectual infirmities as well.</div>
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Herr believes the solutions lie not in biological or pharmacological cures but in novel electromechanical additions to our bodies. He gestures to his own artificial limbs to make the point. “My legs weren’t grown back; I wasn’t given a total limb transplant,” he notes. “If you eliminate the synthetics, all I can do is crawl. But with them,” he says with a slow smile, “I can more or less do anything.”</div>
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<a href="http://spectrum.ieee.org/biomedical/bionics/we-will-end-disability-by-becoming-cyborgs/#WhatCouldGoWrong" style="color: black; outline: 0px;"><img alt="graphic link to what could possibly go wrong sidebar" class="sm rt" src="http://spectrum.ieee.org/img/wcgw-link-1400873976147.jpg" style="border: 0px; float: right; margin: 7px 0px 26px 20px; max-width: 100%; vertical-align: middle; width: 140px;" /></a>The MIT scientists are part of a movement aimed at ushering medicine into a cyborg age. All over the world, engineers are building electronics-based systems that communicate directly with the human nervous system, promising radically new treatments for a variety of ailments and conditions, both physical and mental. While Herr’s team focuses on giving people better control of their prosthetic limbs, other researchers are trying to give patients better control of their emotions. One promising experiment targets depression with deep brain stimulation (DBS), in which electrodes implanted in the brain send steady pulses of electricity to certain problematic neural areas. Others are developing gear to compensate for intellectual deficits, such as a California project to build a memory-augmenting prosthetic.</div>
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In all of these projects, researchers started with the notion that a surprising range of afflictions can be most effectively treated by learning the electrical language that the brain uses to govern our movements, moods, and memories. By 2064, it’s entirely possible that neural engineers may be fluent enough to mimic those instructions, allowing them to repair a human being’s faulty systems by rewiring them.</div>
<aside class="lt med inlay pullquote" id="futurePullquote" style="border-color: rgb(255, 102, 51); border-style: solid; border-width: 6px 0px; float: left; font-family: Helvetica, Arial, sans-serif; font-weight: bold; line-height: 1.25em; margin: 7px 26px 26px 0px; padding: 30px 0px; width: 300px;"><span style="color: #ff6633;">“Fifty years out, I think we will have largely</span> eliminated disability”</aside><div style="line-height: 25px; margin-bottom: 1em;">
<span style="font-weight: 700;">The body is electric. </span>We’ve known that since the 18th century, when <a href="http://en.wikipedia.org/wiki/Luigi_Galvani" style="color: black; outline: 0px;">Luigi Galvani</a>touched a charged scalpel to a nerve and made a dead frog’s leg kick. Neurons in the brain send out pulses of voltage when they “fire,” and the patterns of their pulses make up our sensations, our musings, and our actions. The electric signals generated in the brain also travel through the spinal cord and along the peripheral nerves to instruct the body’s muscles and organs. Medicine in the 20th century relied primarily on pharmaceuticals that could chemically alter the action of neurons or other cells in the body, but 21st-century health care may be defined more by electroceuticals: novel treatments that will use pulses of electricity to regulate the activity of neurons, or devices that interface directly with our nerves.</div>
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Herr’s lab focuses on advanced prosthetic legs, and it is developing systems that will allow amputees to control a titanium-and-plastic limb as naturally as they would a flesh-and-blood leg. The goal is to record and understand the brain’s commands and then to send those instructions to the prosthetic. Herr has already tested an early version of such an integrated device. <a href="http://biomech.media.mit.edu/portfolio_page/volitional-control/" style="color: black; outline: 0px;">In that setup</a>, he flexed the muscles around his knee as if he were taking a step; then an electromyograph captured the electric signal in those muscles and translated it into a digital signal that made sense to the microprocessors in his artificial foot. Just like that, he stepped.</div>
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Even more direct connection between brain and machine will be possible, Herr says, when he succeeds in connecting prosthetics<a href="http://biomech.media.mit.edu/#/portfolio_page/neural-interface-technology-for-advanced-prosthetic-limbs/" style="color: black; outline: 0px;">directly to the peripheral nerves</a> in amputees’ residual limbs. Not only could such a system relay more precise commands to the prosthetic, it could also send sensory information back up the nerves. And when amputees actually feel the grass beneath their prosthetic toes, Herr says, it will change the way humans view this technology. “When that happens it will not matter what [the prosthetic] is made of, it will be you,” he says. “I feel, therefore I am.”</div>
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<span style="font-weight: 700;">People with bodily disabilities </span>typically have a moment that marked the onset of their troubles—for example, Hugh Herr’s ill-fated climbing excursion. In contrast, people with the crushing emotional difficulty of depression often don’t know when it started, nor do they necessarily define themselves as disabled. Depression is just the state of mind they live with daily, stripping the present of all pleasure and the future of all hope.</div>
<figure class="med lt" role="img" style="display: inline-block; float: left; height: auto; margin: 7px 20px 26px 0px; width: 300px;"><a class="zoom" href="http://spectrum.ieee.org/img/06biomed-mullins-1400618590319.jpg" rel="lightbox" style="color: black; outline: 0px;"><img alt="Aimee Mullins Hugh Herr" src="http://spectrum.ieee.org/img/06biomed-mullins-1400618590319.jpg" style="border: 0px; margin-bottom: 5px; max-width: 100%; vertical-align: middle;" /><span class="magnifier" style="background-attachment: initial; background-clip: initial; background-image: url(http://spectrum.ieee.org/assets/img/spriteSheet.png); background-origin: initial; background-position: -272px -14px; background-repeat: no-repeat; background-size: initial; cursor: pointer; display: block; float: right; height: 26px; margin: -44px 6px 0px 0px; position: relative; width: 24px; z-index: 1000;"> </span></a><div class="ai">
<figcaption class="hi-cap" style="color: #565656; font-family: Helvetica, Arial, sans-serif; line-height: 16px; margin: 0px 0px 4px; max-width: 100%; min-height: 18px;">Photo: Jill Greenberg/Corbis Outline</figcaption><figcaption style="color: #565656; font-family: Helvetica, Arial, sans-serif; line-height: 20px; max-width: 100%; min-height: 18px;"><span style="font-family: Theinhardt-Medium, sans-serif;">No Achilles’ Heels: </span>Aimee Mullins and Hugh Herr foresee a day when upgrading a body is routine. Mullins, an actress and advocate for advanced prosthetics, was the first double amputee to compete at the highest levels of U.S. collegiate track-and-field events.</figcaption></div>
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Neuroscientists discovered years ago that this existential dread can be treated by using electricity to alter the activity of neurons, and they are now putting that knowledge to use.<a href="http://en.wikipedia.org/wiki/Deep_brain_stimulation" style="color: black; outline: 0px;">DBS</a>, one of the most exciting experimental treatments for depression, uses an implanted “brain pacemaker” that sends steady pulses of electricity to certain brain regions. It’s a technology that was pioneered to stop Parkinson’s patients’ tremors, but it’s now being explored for a dizzying array of neural and psychiatric disorders, including depression, obsessive-compulsive disorder, and PTSD. “Right now we’re at the beta testing stage of DBS for psychiatry,” says <a href="http://www.psychiatry.emory.edu/faculty/mayberg_helen.html" style="color: black; outline: 0px;">Helen Mayberg</a>, a neurology professor at Emory University and an authority on DBS for depression.</div>
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More than 100 000 Parkinson’s patients have had electrodes implanted in the motor control regions of their brains, where the stimulator’s pulses reduce the activity of neurons that are misfiring. But for disorders like depression, both the target for treatment and the mechanism of action are considerably less clear. “The limiting factor is actually the neuroscience, not the engineering,” Mayberg says. She used brain imaging studies to pinpoint a particular region, Brodmann area 25, as overactive in depressed patients, and she has implanted the DBS device in this region of the brains of about two dozen patients who haven’t responded to a slew of medications and therapies.</div>
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These test subjects are desperate, so overwhelmed by depression that they’re willing to undergo experimental brain surgery. And the results have been remarkable. While antidepressant medications typically take weeks to kick in, many patients in the DBS experiments have reported a shift in mood instantly—literally the moment that the device is turned on. One patient reported an immediate sense of social connection; another expressed a desire to go bowling, a pastime she hadn’t enjoyed for years. Most patients have chosen to keep their DBS systems activated after the formal experiments ended, and Mayberg says she’s seen ample evidence that their improved lives can’t be chalked up to a placebo effect. “When my patients’ batteries die, they know it,” she says.</div>
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Bespoke Medicine</h4>
<img alt="sensors icon" class="xsm lt" src="http://spectrum.ieee.org/img/06OLBiomedicon1-1400619815522.jpg" style="border: 0px; float: left; margin: 7px 20px 26px 0px; max-width: 100%; vertical-align: middle; width: 100px;" /><div style="font-family: Helvetica, Arial, sans-serif; line-height: 18px; margin-bottom: 1em;">
<span style="font-weight: 700;">While engineering</span> will play a central role in 21st-century medicine, biological treatments will hardly vanish. Those treatments will be shaped by the coming ubiquity of<a href="http://spectrum.ieee.org/biomedical/devices/the-gene-machine-and-me" style="color: black; outline: 0px;">cheap genome sequencing</a>, which will enable a new model of personalized genetic medicine. The change will start in the maternity ward, where newborns in their bassinets will receive full genome scans, resulting in complete printouts of their genetic vulnerabilities. Then, as those babies grow up and proceed through life, their physicians can design custom-made health-care regimens to ward off trouble and can prescribe the medications that their bodies will respond to best. Today the cost of a genome scan is nearing US $1000, and the scans are becoming common in cancer hospitals. When the price drops to $100, they’ll be common everywhere. —E.S.</div>
<figure class="sm lt" role="img" style="display: inline-block; float: left; height: auto; margin: 0px 12px 12px 0px; text-align: center; width: 140px;"><figcaption class="hi-cap" style="color: #565656; font-family: Helvetica, Arial, sans-serif; line-height: 16px; margin: 0px 0px 4px; max-width: 100%; min-height: 18px; text-align: left;">Illustration: Greg Mably</figcaption></figure></aside><div style="line-height: 25px; margin-bottom: 1em;">
Despite the dramatic results in DBS depression treatment, there was a setback in the field last year when a major clinical trial<a href="http://www.neurotechreports.com/pages/publishersletterDec13.html" style="color: black; outline: 0px;">was halted</a>. The device manufacturer, <a href="http://www.sjm.com/corporate.aspx" style="color: black; outline: 0px;">St. Jude Medical</a>, announced that the trial it had funded failed a “futility analysis,” but it hasn’t explained exactly what went wrong. Mayberg notes that there are many variables that can influence the effectiveness of DBS; for example, even if the trial had targeted the correct region, the timing of the pulses may have been off. St. Jude may have rushed ahead too quickly, she says, trying to create a commercial product before the basic science of how such devices work is truly understood.</div>
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The good news for all would-be brain engineers is that massive neuroscience initiatives have recently been launched in the United States and Europe. The <a href="http://www.whitehouse.gov/share/brain-initiative" style="color: black; outline: 0px;">BRAIN Initiative</a>, announced by U.S. president Barack Obama in 2013, will dedicate hundreds of millions of dollars to developing new tools that can better record and analyze brain activity. In Europe, meanwhile, the <a href="https://www.humanbrainproject.eu/" style="color: black; outline: 0px;">Human Brain Project</a> is using supercomputers to simulate a complete human brain so as to better understand how it functions. It’s very possible that in 50 years, DBS and other electrical techniques will be part of mainstream psychiatry, Mayberg says. But that will require scientists to know as much about the workings of a neuron as engineers do about the workings of an electrode.</div>
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<span style="font-weight: 700;">Once physical and emotional disabilities</span> have been conquered, the intellectual failures associated with aging will be a natural next target, says <a href="http://www.usc.edu/programs/neuroscience/faculty/profile.php?fid=23" style="color: black; outline: 0px;">Theodore Berger</a>, a professor of biomedical engineering at the University of Southern California. In fact, by 2064, going cyborg may simply be the sensible and economical thing to do. “We’re living longer, so aging problems, and cognitive problems in particular, are going to be more and more prevalent,” Berger says. “The cost of a cognitive prosthetic will pale in comparison to taking care of a person with dementia for 20 years.”</div>
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It’s quite possible that Alzheimer’s patients of the future will be equipped with memory prosthetics derived from the devices being invented in Berger’s lab today. His work began with delicate electrodes inserted into a rat’s <a href="http://en.wikipedia.org/wiki/Hippocampus" style="color: black; outline: 0px;">hippocampus</a>, the brain structure responsible for encoding memory. Berger first deciphered the relationship between the input signals from neurons that process a brief learning experience—for example, which lever a rat should press to gain a sip of sugar water—and the output signals from neurons that send the information on to be stored as a memory.</div>
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Once he had mapped the correlations between the two electrical patterns, Berger could record an input signal and predict the output signal—in other words, the memory. He didn’t need to know which part of the input pattern coded for the dimensions of the lever or for the taste of the sweet reward. He simply mathematically generated the output signal and sent it to the memory-storage neurons. “It’s like translating Russian to Chinese when you don’t know either language,” Berger says. “We don’t want to know either language; we just want to know how this pattern becomes that pattern.”</div>
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Berger proved that he could implant the memory of the lever-and-reward test in a rat with a damaged hippocampus that was unable to form memories on its own. Even more remarkable, he <a href="http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3872745/" style="color: black; outline: 0px;">implanted the memory</a> in a rat that had never before undergone the test or seen the levers. The rat entered the test chamber for the first time, pressed the correct lever, and sucked down the sweet nectar.</div>
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With the knowledge of how to record and store memories, Berger can imagine a prosthetic device that encodes memories on a chip. He and his colleagues have already advanced to <a href="http://www.ncbi.nlm.nih.gov/pubmed/24216292" style="color: black; outline: 0px;">primate experiments</a>, and he expects to proceed to the first human trials in the coming years. “It will absolutely happen,” he says. In 50 years, he says, elderly people could have devices that they switch on to remember something as trivial as where they put their car keys or as meaningful as their grandchildren’s names.</div>
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Berger optimistically believes his technology will be embraced, but it’s easy to imagine a backlash against such synthetic additions to our fleshy bodies. Back at MIT, Hugh Herr says he’s heard from plenty of people who are frightened by his predictions of physical, emotional, and intellectual augmentations. He echoes their typical refrain: “Will we change humans so much that they cease to be human?” But Herr believes that such philosophical questions will fall by the wayside as broad swaths of patients begin to benefit from their machined parts. He imagines a world in which amputees gain freedom, depressed people find joy, and the elderly hold on to their life stories. “People are suffering horribly now,” Herr says, “and that’s going to end.”<a href="https://www.blogger.com/null" name="WhatCouldGoWrong" style="outline: 0px;"></a></div>
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<span style="font-size: small;">WHAT COULD POSSIBLY GO WRONG?</span></h5>
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<span style="font-size: small;">Cyborg Castes</span></h3>
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Biomedical enhancements could lock in inequality</h4>
<figure class="med lt" id="whatwrongIconPadding" role="img" style="display: inline-block; float: left; height: auto; margin: 0px 12px 12px 0px; padding-right: 20px; text-align: center; width: 300px;"><img alt="biomedical icon " src="http://spectrum.ieee.org/img/06OLbiomedical-1400534132702.jpg" style="border: 0px; margin-bottom: 5px; max-width: 100%; vertical-align: middle;" /><div class="ai">
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<span style="font-weight: 700;">No one who works </span>on the biomedical frontier believes that humans will be content with using advanced prosthetics and brain implants only for repair. Once these technologies have been proven safe and reliable for people with disabilities, some people with unimpaired bodies will start clamoring to use them as technological augmentations.</div>
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MIT’s Hugh Herr imagines that synthetic body parts could easily become more desirable than biological parts, especially as people age. “You wake up at the age of 50 and your joints are stiff, but your friend has bionic limbs that he upgrades every year that make him feel like an 18-year-old,” Herr says. “What would you do?”</div>
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Meanwhile, Theodore Berger at the University of Southern California has already tried his memory prosthetics on rats that have no cognitive deficits. He found that he could dramatically boost the rats’ performance on memory tasks. When the prosthetics were activated, “it was remarkable how much better they did,” he says.</div>
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Such physical and cognitive enhancements could benefit individual humans but take a terrible toll on humanity as a whole, argues <a href="http://www.victoria.ac.nz/hppi/about/staff/nicholas-agar" style="color: black; outline: 0px;">Nicholas Agar</a>. An associate professor of philosophy at Victoria University of Wellington, in New Zealand, Agar is the author of several books that are critical of radical human enhancement. “When you introduce these technologies into a society where there are vast inequalities of wealth, what’s the effect of that?” he asks.</div>
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Augmenting technologies might seem like a novel form of cosmetic surgery at first, just another way for wealthy people to boost their egos or improve their quality of life. But cognitive enhancements in particular could quickly create an elite class of cyborgs who go to the best schools, get the best jobs, and run the world. Agar worries that the divisions between the haves and have-nots would eventually be locked in by reproductive isolation. “What are the dating prospects between someone who has access to cognitive enhancements and someone who hasn’t?” he asks. <em>—E.S.</em></div>
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<em>This article originally appeared in print as “The End of Disability.”</em></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-88594398911912866662014-06-10T15:14:00.001-07:002014-06-10T15:14:15.640-07:00Le gouvernement valide les plans cloud, cybersécurité et souveraineté télécom<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.linformaticien.com/actualites/id/33347/le-gouvernement-valide-les-plans-cloud-cybersecurite-et-souverainete-telecom.aspx<br />
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<span style="background-color: white; font-family: verdana; line-height: 18px;">par </span><span class="author vcard" style="background-color: white; font-family: verdana; line-height: 18px;"><span class="fn">Emilien Ercolani</span></span><span style="background-color: white; font-family: verdana; line-height: 18px;">, le </span><abbr class="updated" style="background-color: white; font-family: verdana; line-height: 18px;" title="2014-06-05T14:36:00Z">05 juin 2014 14:36</abbr><span style="background-color: white; font-family: verdana; line-height: 18px;"> </span><br />
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<strong>Lancée en octobre dernier, la feuille de route des différents projets attachés aux 34 plans de reconquête industrielle a été validée par le gouvernement : il s’agit entre autre des plans cloud, cybersécurité et souveraineté télécom.</strong></div>
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9 octobre 2013 : le gouvernement désignait les chefs de projet des <a href="http://www.linformaticien.com/actualites/id/30596/reconquete-34-filieres-industrielles-thierry-breton-et-octave-klaba-pilotes-du-cloud.aspx" style="color: #003366; font-weight: bold; text-decoration: none;" target="_blank">34 plans de reconquête industrielle</a> avec l’objectif de créer « La nouvelle France industrielle ». Mercredi soir, réuni autour du ministre de l’Économie Arnaud Montebourg, le comité de pilotage a validé 7 nouvelles feuilles de route des 34 plans de reconquête industrielle, en présence d’autres ministres. Parmi ces 7 plans validés on trouve notamment ceux qui concernent le cloud, la cybersécurité et la souveraineté télécom. </div>
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Les 4 autres plans sont : la réalité augmentée, les textiles techniques et intelligents, la qualité de l’eau et la gestion de la rareté et enfin, les produits innovants pour une alimentation sûre, saine et durable. </div>
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<span style="font-size: small;">Le plan Cloud Computing </span></h2>
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Il est dirigé par deux personnalités françaises, à savoir l’ancien ministre et actuellement PDG d’Atos Thierry Breton, et le PDG d’OVH Octave Klaba. </div>
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<img alt="" height="248" src="http://www.linformaticien.com/Portals/0/2014/Juin/France%20industrielle/MINcloud1.jpg" style="border: none; height: 248px; width: 500px;" width="500" /></div>
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Avec un potentiel de 100 000 emplois d’ici à 2020, il a plusieurs missions : </div>
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<li style="list-style-type: square; margin-left: 30px;">Faciliter un accès mobile aux services numériques,</li>
<li style="list-style-type: square; margin-left: 30px;">Bâtir les piliers pour de futures révolutions comme le big data,</li>
<li style="list-style-type: square; margin-left: 30px;">Créer un label « Secure cloud » et promouvoir une réglementation européenne plus protectrice,</li>
<li style="list-style-type: square; margin-left: 30px;">Renforcer la souveraineté numérique et dynamiser la compétitivité des entreprises.</li>
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Un plan d’action a été mis sur pied. Il comprend plusieurs échéances que voici :</div>
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<img alt="" height="550" src="http://www.linformaticien.com/Portals/0/2014/Juin/France%20industrielle/MINcloud2.jpg" style="border: none; height: 550px; width: 359px;" width="359" /></div>
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<span style="font-size: small;">Le plan Souveraineté Télécom</span></h2>
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C’est Philippe Keryer, directeur de la Stratégie et de l’Innovation d’Alcatel-Lucent qui prend en charge ce plan télécom, entouré d’opérateurs, d’industriels et d’autres acteurs publics. Il vise à répondre aux futurs enjeux des télécoms comme l’essor de la 5G et celui des objets connectés (70 milliards dans le monde en 2020). </div>
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<img alt="" height="252" src="http://www.linformaticien.com/Portals/0/2014/Juin/France%20industrielle/MINtelecom1.jpg" style="border: none; height: 252px; width: 550px;" width="550" /></div>
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Ses missions sont :</div>
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<li style="list-style-type: square; margin-left: 30px;">Développement d’un écosystème télécom national,</li>
<li style="list-style-type: square; margin-left: 30px;">Assurer la compétitivité de l’industrie française en maîtrisant infrastructures et sécurisation,</li>
<li style="list-style-type: square; margin-left: 30px;">Accélérer et sécuriser les réseaux,</li>
<li style="list-style-type: square; margin-left: 30px;">S’appuyer sur l’innovation technologique des PME françaises,</li>
<li style="list-style-type: square; margin-left: 30px;">Développer les réseaux pour les OIV (Opérateurs d’Importance Vitale) et préparer l’ultra-haut débit (5G).</li>
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Il propose lui aussi un calendrier que voici :</div>
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<img alt="" height="550" src="http://www.linformaticien.com/Portals/0/2014/Juin/France%20industrielle/MINtelecom2.jpg" style="border: none; height: 550px; width: 458px;" width="458" /></div>
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<h2 class="INFsurtitre" style="background-color: white; color: #000066; font-family: arial; line-height: 18px;">
<span style="font-size: small;">Le plan Cybersécurité </span></h2>
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C’est le nouveau directeur de l’ANSSI Guillaume Poupard qui a la charge de ce plan dédié à la cybersécurité. Il sera épaulé par des industriels (Thales, Bull, etc.) et des acteurs publics (INRIA, DGA, etc.). L’industrie de la cybersécurité représente 40 000 emplois en France pour un chiffre d’affaires global estimé à 13 milliards d’euros. </div>
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<img alt="" height="244" src="http://www.linformaticien.com/Portals/0/2014/Juin/France%20industrielle/Minsecu1.jpg" style="border: none; height: 244px; width: 550px;" width="550" /></div>
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Ses buts et missions sont :</div>
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<li style="list-style-type: square; margin-left: 30px;">Sécuriser les infrastructures pour assurer défense et sécurité de la France et des français,</li>
<li style="list-style-type: square; margin-left: 30px;">Accroître significativement la demande en solutions de cybersécurité de confiance,</li>
<li style="list-style-type: square; margin-left: 30px;">Développer pour les besoins de la France des offres de confiance,</li>
<li style="list-style-type: square; margin-left: 30px;">Organiser la conquête des marchés à l’étranger,</li>
<li style="list-style-type: square; margin-left: 30px;">Renforcer les entreprises nationales du domaine cybersécurité,</li>
<li style="list-style-type: square; margin-left: 30px;">Valoriser la qualité des offres à l’international,</li>
<li style="list-style-type: square; margin-left: 30px;">Consolidation du tissu industriel trop dispersé (plus de 600 acteurs) pour éviter l’éparpillement.</li>
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La synthèse du plan d'action :</div>
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<img alt="" height="440" src="http://www.linformaticien.com/Portals/0/2014/Juin/France%20industrielle/MINsecu2.jpg" style="border: none; height: 440px; width: 550px;" width="550" /></div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-20218286399805776692014-06-10T15:09:00.000-07:002014-06-10T15:09:00.149-07:00Amazon dévoilera-t-il un smartphone-maison à interface 3D le 18 juin ?<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.linformaticien.com/actualites/id/33340/amazon-devoilera-t-il-un-smartphone-maison-a-interface-3d-le-18-juin.aspx<br />
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par <span class="author vcard">Guillaume Perissat</span>, le <abbr class="updated" title="2014-06-05T10:56:00Z">05 juin 2014 10:56</abbr></div>
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<strong>Le groupe américain annonce le lancement d’un « produit mystère » le 18 juin. Une courte vidéo montrant les réactions de testeurs ne laisse pas entrevoir ledit appareil, mais il semble bien qu’Amazon s’apprête à se positionner sur le marché des smartphones. </strong><div style="margin-bottom: 20px;">
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C’est l’appel du 18 juin d’<a href="http://www.linformaticien.com/actualites/articletype/tagview/tag/amazon.aspx" style="color: #003366; font-weight: bold; text-decoration: none;" target="_blank">Amazon</a>. L’entreprise pionnière de l’e-commerce a fixé à cette date <a href="https://www.amazon.com/oc/launchevent" style="color: #003366; font-weight: bold; text-decoration: none;" target="_blank">la présentation d’un nouveau produit</a> à Seattle, où se situe son siège social. De quoi s’agit-il ? Le mystère reste entier. Le seul indice que donne Amazon est un clip vidéo de cinquante secondes mettant en scène des utilisateurs testant le produit. </div>
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De leurs réactions, on déduit que le produit est « <em>awesome</em> » (génial), « <em>amazing</em> » (étonnant) et « <em>ever seen</em> » (du jamais vu), mais surtout qu’il permet de restituer différents points de vue puisque les testeurs sont invités à bouger la tête. L’appareil n’est jamais montré, on peut toutefois supposer qu’il s’agit d’un terminal mobile, Amazon disposant déjà d’une tablette, la Kindle Fire. Les interactions des utilisateurs prêtent en effet à penser que l’écran est de petite taille. Que peut-on en conclure, sinon que le groupe créé par Jeff Bezos est sur le point de se lancer sur le marché des smartphones ?</div>
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<span style="font-size: small;">Des signes avant-coureurs </span></h2>
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La rumeur circule depuis déjà un certain temps. On sait que Amazon renforce régulièrement son offre hardware, en investissant dans les liseuses, avec sa <a href="http://www.linformaticien.com/actualites/articletype/tagview/tag/kindle.aspx" style="color: #003366; font-weight: bold; text-decoration: none;" target="_blank">Kindle</a> en 2007, puis dans les tablettes en 2011, avant de se lancer sur le marché des Smart TV cette année. Quant au smartphone, les analystes misaient sur un appareil d’entrée de gamme pour 2012, avec Texas Instruments au processeur, Google à l’OS et Foxconn pour le reste des composants. Amazon devait surtout proposer de nouveaux services, via sa boutique d’applications. </div>
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En 2013, Amazon rachète le néerlandais Liquavista, spécialisé dans la conception d’écrans pour appareils mobiles. Ses <a href="http://www.faqs.org/patents/assignee/liquavista-bv/" style="color: #003366; font-weight: bold; text-decoration: none;" target="_blank">brevets</a> concernent principalement une technologie de « 3D display », avec notamment un suivi oculaire (un mouvement de l’œil permet, par exemple, de tourner les pages d’un livre numérique). Au même moment, la presse américaine spécialisée se faisait le relais de la rumeur selon laquelle HTC participerait à la création d’un smartphone Amazon, avec une commercialisation prévue… mi 2014.</div>
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<span style="font-size: small;">A quoi faut-il s’attendre le 18 juin ?</span></h2>
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Sauf surprise, Amazon devrait dévoiler dans une quinzaine de jours à Seattle un Kindle Phone (ou Fire Phone). Ce smartphone estampillé de la marque du groupe d’e-commerce devrait être équipé d’une interface 3D. En effet, l’acquisition des technologies Liquavista ainsi que les réactions des testeurs laissent imaginer que certains éléments affichés à l’écran sont en relief et que celui-ci « suit » l’œil de l’utilisateur. Cette possibilité est envisageable dans le cas où le smartphone serait équipé de plusieurs caméras sur sa face avant, susceptible de capter les mouvements oculaires. </div>
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Quant à l’OS, il devrait, selon toute logique, être une version modifiée d’Android. Ce système d’exploitation-maison pourrait notamment proposer un accès facilité aux services Amazon, de la boutique d’applications à la médiathèque numérique, en passant, éventuellement, par une offre cloud. Mais nous n’aurons la confirmation de ces spéculations que le 18 juin prochain. </div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-38062886208467319732014-06-10T14:55:00.001-07:002014-06-10T14:55:21.852-07:00CHART: The West Is Over — Asia Will Dominate The Smartphone Industry In The Next 5 Years<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.businessinsider.com/chart-the-west-is-over-asia-will-dominate-the-smartphone-industry-in-the-next-5-years-2014-6<br />
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<span style="color: #999999; font-family: FaktSmConPro-Normal, Helvetica, Arial, sans-serif; line-height: 16px;">JUN. 5, 2014, 4:44 PM</span></ul>
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This <a href="http://www.ericsson.com/TET/trafficView/loadBasicEditor.ericsson" sl-processed="1" style="color: #00709a; text-decoration: none;">data from Ericsson</a> couldn't be clearer: If you want to sell a phone in the near future, go East. The West is basically over as a growth market for phones. That's because the U.S. and Europe is close to full penetration when it comes to high-end mobile devices. This chart shows the estimated number of smartphone subscriptions expected in different markets from 2013 to 2019. Virtually all future growth will come from emerging markets. <a href="http://www.statista.com/" sl-processed="1" style="color: #00709a; text-decoration: none;">Chart by Statista</a>:</div>
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<a class="zoomin" href="http://static2.businessinsider.com/image/5390d5a5eab8ea7d63fa0a30-960/2014_06_05_smartphone.jpg" sl-processed="1" style="color: #00709a; cursor: url(http://static1.businessinsider.com/assets/images/icons/zoomin.png?1402430582), url(http://static1.businessinsider.com/assets/images/icons/zoomin.cur?1402430582), pointer; text-decoration: none;" title_caption="" title_source="Statista / Ericsson"><span class="sprites click-to-enlarge-icon" style="background-image: url(http://static1.businessinsider.com/assets/images/sprites.png?1402430582); background-position: -24px -74px; background-repeat: no-repeat; cursor: pointer; height: 17px; position: absolute; right: 2px; top: 1px; width: 17px;" title="Click to enlarge"></span><img alt="ericsson Smartphone statista chart of the day" border="0" src="http://static2.businessinsider.com/image/5390d5a5eab8ea7d63fa0a30-1200-900/2014_06_05_smartphone.jpg" style="border: 0px; height: auto; max-width: 100%; vertical-align: middle;" /></a><div class="source" style="color: #999999; font-style: italic; text-align: right;">
Statista / Ericsson</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0tag:blogger.com,1999:blog-5650089001506452447.post-27887741662036118872014-06-10T14:45:00.000-07:002014-06-10T14:45:01.544-07:00[World Tour] Dubai intends to become “the world number one in the new technologies” by 2021<div dir="ltr" style="text-align: left;" trbidi="on">
A lire sur: http://www.atelier.net/en/trends/articles/world-tour-dubai-intends-become-world-number-one-new-technologies-2021_429785<br />
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<span style="color: #757575; font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 18px;">By </span><a href="http://www.atelier.net/en/authors/virginie-de-kerautem" rel="author" style="border: 0px; color: #b71799; font-family: verdana, sans-serif; line-height: 18px; margin: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;">Virginie De Kerautem</a><span style="color: #757575; font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 18px;"> </span><span class="date" style="border-left-color: rgb(191, 191, 191); border-left-style: solid; border-width: 0px 0px 0px 1px; color: #757575; font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 18px; margin: 0px 0px 0px 10px; padding: 0px 0px 0px 10px; vertical-align: baseline; white-space: nowrap;">June 10, 2014</span><span style="color: #757575; font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 18px;"> </span><br />
<img alt="Dubaï" src="http://images.atelier.net/sites/default/files/imagecache/scale_crop_587_310/articles/429582/atelier-dubai.jpg" /><br />
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Dubai is speeding up its transition to digital and building an innovative ecosystem. However competition between startups is fierce.</div>
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Interview, during the<a href="http://www.atelier.net/radio/2014/05/16/atelier-numerique-522_429396#player_wrapper" style="border: 0px; color: #ea761f; font-style: inherit; font-weight: inherit; margin: 0px; padding: 0px; text-decoration: none; vertical-align: baseline;"> L'Atelier numérique</a> (L’Atelier Digital) broadcast on the BFM Business channel, with Houssam Nasrawin, founder and President of Arab Business Leaders and founder-CEO of consultancy Mideast Capital.</div>
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<span style="font-size: small;"><strong>L’Atelier: </strong>Houssam, you have dual French and Jordanian nationality, which prompted you to focus on the Gulf States, on Dubai in particular, and to assist companies, especially French ones, setting up in Dubai. So that’s my question, is Dubai a paradise for the new technologies, then?</span></h2>
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<strong>Houssam Nasrawin:</strong> Contrary to what one might think, Dubai was for a long time lagging behind when it came to startups and the new technologies. It’s only recently that the government has become aware of the importance of the new information and communication technologies and the value of startup companies, and has launched a range of initiatives to encourage entrepreuneurship. For example, the Emir of Dubai has set the target of pushing Dubai to become one of the world’s leaders in new technologies by 2021. They are trying to move fast, on a very tight deadline and they want to become the best in whatever they undertake. I have no doubt that they will succeed in the coming years.</div>
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<span style="font-size: small;">I<strong>nitiatives such as Media City and Internet City are intended to replicate Silicon Valley. Is this move proving effective</strong></span></h2>
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Smart City is another initiative launched as part of the overall plan to make Dubai – I’m quoting their words now – the world number one in the new technologies. It’s a city which is not only going to bring together infrastructures but also a high-quality education system. They’re targeting universities to teach them what setting up your own company is all about, what the new technologies are all about, and so on.</div>
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There are also the Dubai Knowledge Village and Dubai Silicon Oasis, which are free zones. A ‘free zone’ is very advantageous from a fiscal point of view. You may own 100% of the company capital. You’re provided with ultramodern infrastructure to help your startup take off and succeed in everything to do with the new technologies.</div>
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<strong><span style="font-size: small;">If an entrepreneur wants to launch a company, who can s/he go to for help in financing the project? The government, private funds?</span></strong></h2>
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For a long time Dubai also lagged very far behind as regards funding young companies, i.e. venture capital firms. But today we’re seeing an increasing number of venture capital firms that specialise in helping young business people. We should also stress the State’s initiative – driven by the Emir of Abu Dhabi, who is also President of the United Arab Emirates – through the Khalifa ben Zayed fund. He launched a fund in partnership with US companies, including Microsoft, to help young entrepreneurs with funding, and also to train them in entrepreuneurship and the new technologies.</div>
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<strong><span style="font-size: small;">There are many cultural differences between Dubai and France, including when it comes to doing business. What does a French company wishing to set up in an innovative area in Dubai need to know?</span></strong></h2>
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There are not such huge differences. It’s mainly about the way people relate to each other. As I often tend to say, when you do business in Dubai, you talk about everything except business. That’s because people are going to invest in you rather than in your product. They need to appreciate what you have to offer. They need to trust you. And that takes time. What I often notice with French people I advise on setting up there is that they haven’t grasped this. You have to take the time to get to know the person you’re dealing with. It’s a personal relationship, basically. So my first piece of advice to French people who are setting up there is to be patient. And they will also need to take into account the fact that competition is fierce. You arrive with a project. You say to yourself: “I’m going to do brilliantly. This is great. My idea’s great.” But what you should be telling yourself is that there are another 10,000 out there with the same idea. So if you want to succeed you need to do something really innovative in comparison, something that will enable you to stand out from the crowd.</div>
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<strong><span style="font-size: small;">Dubai portrays the image of a huge machine, which has put everything in place to attract entrepreneurs and stimulate competition between them. When you’re a young entrepreneur aren’t you more attracted by other cities which focus less on performance and offer opportunities to all?</span></strong></h2>
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Oh, Dubai is a jungle. No-one’s going to help you. You won’t have any support. You’ll find yourself in a business environment which is culturally different from anywhere else. So if you go there you really need to have a plan. Don’t go there saying to yourself, “I’m going to do something there. Once I’m there I’ll decide what.” You’ll never make it on that basis. You need to go with a plan, with a strategy, and with determination. Otherwise, don’t go!</div>
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The IT Watcherhttp://www.blogger.com/profile/06312631830311173007noreply@blogger.com0