💡JCNews #16
Zoom-in/zoom-out
Cette semaine, on est tout d'abord très heureux d’annoncer une nouvelle levée de fonds ! Une nouvelle étape pour Alan, pour continuer à digitaliser le système de santé, étendre l’offre Alan au-delà de l’assurance et poursuivre notre expansion internationale.
Un grand merci à tous les Alaners et à nos investisseurs. Mais surtout merci à nos 76 000 membres qui font confiance à Alan pour prendre soin de leur santé !
Au programme de la semaine, des réflexions autour du monde après Covid, comment “zoom-in” et “zoom-out” quand on est CEO, et utiliser nos téléphones pour combattre les maladies mentales.
Certains articles sont en français, la plupart sont en anglais (je copie certaines citations en anglais). Ils ne sont pas tous récents et vont au rythme de mes lectures.
Bonne lecture !
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📱Monde des technologies
👉Alibaba investit 28 milliards $ sur trois ans pour développer son service de Cloud (CNBC).
Alibaba rentre sur ce marché sur-dominé par Amazon (33% du marché) puis Microsoft (20%).
Jeff Zhang (CEO) voit les services Cloud comme un important relais de croissance (+62% en 2019 pour Alibaba Cloud), générateur de revenus récurrents.
“The Covid-19 pandemic has posed additional stress on the overall economy across sectors, but it also steers us to put more focus on the digital economy”, Jeff Zhang.
👉Google prépare sa réponse à l’Apple Card (Techcrunch).
Renforce sa position de fintech, et ouvre la voie à d’autres projets (banque, assurance,...).
Google pourra augmenter la pertinence (et le prix) des ses pubs ciblées.
👉Apple relance un iPhone low-cost (NY Times) à contre-pied de l’inflation des écrans et des prix.
🏯 Construire une entreprise
👉ETSY’s CEO Josh Silverman sur la tension entre “zoom in” (aller dans le détail) et “zoom out” (regarder l’image complète). (Masters of Scale). Cette combinaison est cruciale pour le rôle de CEO :
The best scale leaders know exactly when to dive deep into details, and when to zoom out for the wide-and-high view. They see the forest AND the trees, right down to the aphids on the leaves and the ecosystem that fuels the forest’s growth.
L’importance de la simplification :
However, as businesses scale, (...) businesses can actually only implement simple strategies, like once you have more people and more things going on and more kind of a larger scale effort. The problem is a complex plan or a detailed plan means many more ways the systems can screw up and then people can become mis-coordinated, parts of the product or the technology can become mis-coordinated, et cetera.
And so being able to boil it down to a simple plan is actually, in fact, very important to scale. That doesn't mean that there aren't still a lot of details within it, but that means that everyone can have the exact same simple plan in their head. And so that ability to distill it is critical.
L’importance de “zoom in” très profondément dans la data :
I asked the team to cut the data as though we were running two totally different businesses: a local domestic business and a cross border trade business. All of the sudden, we saw that what we actually had was a cross border trade business that was booming and a domestic business that was shrinking. (...) No one had looked at the data this way before. Because of this, everyone had misread what was going on.
Faire des tests très rapides et pas chers :
We ran a bunch of quick and dirty experiments. For example, I had everyone in the office bring three things to sell and I asked them, "Sell them on eBay and sell them on Marktplaats." For two different people, in the time it took to list the item on eBay, which was an hour, they'd already sold it on Marktplaats.
This is a brilliant way to prove a point. And you might think that every product team is constantly running experiments like this – using their own service, and comparing it with another. But you’d be wrong. It’s a completely free product test that most people miss. And it can help you course correct early.
Le rôle d’un leader n’est pas de venir avec des solutions :
But the number one thing is realize that the job of a leader is not to come up with solutions, it's to define success and define constraints and then let the team come up with the solutions.
👉Comment Slack utilice Slack (Product Coalition) :
There’s no such thing as too many channels (...) We often spin up temporary channels and archive them when no longer needed.
We’re all responsible for keeping conversations on topic, and we freely use our internal shorthand, the :raccoon: emoji, to suggest someone take the conversation to another channel. Finally, we try as hard as possible to have public conversations so information is available to everyone.
Another unsung timesaver is our “reacji channeler.” Once it’s installed, whenever someone reacts to a message using a specific emoji, it will copy that message automatically to a designated channel.
Workflow Builder, lets anyone automate tasks — even those who don’t know how to code (or forgot 😉). (...) Any new PM who joins the channel automatically receives a welcome pack that includes relevant onboarding documents that they should check out.
We also use a Slack workflow to gather remote questions during all-hands meetings. People join #all-hands-and-events, where they can click the shortcut button (⚡) to trigger the “I have a question” workflow. Any submitted questions then post into a channel where our internal comms team prioritizes them and assigns them to the speaker.
👉Excellent exemple sur comment faire la très difficile communication d’un licenciement dans le cadre de Covid19 (Carta). Quelques bons extraits :
There were two perspectives when making decisions about layoffs. The first is the shareholder perspective where reducing costs and protecting cash are what matters most in a recession. The second is the employee perspective where nothing is more important than saving jobs and helping employees as the world heads into unemployment levels the world has not seen since the Great Depression.
Every ceo who is planning a layoff has to address this moral conflict. I chose to manage my conflict by taking the shareholder perspective in deciding who (and how many) should leave and taking the employee perspective on how to help those who leave.
We exist only because our customers exist and allow us to serve them. And when our customers suffer we suffer too.
Your manager fought to keep you and I overrode them. They are blameless. If today is your last day, there is only one person to blame and it is me.
First, I am very sorry. I’m sorry that we are going through this as a company. (...) Second, I want to say thank you.
📚 Réflexions
👉Il est en temps de tous se mettre à construire (Marc Andreessen)
But the other part of the problem is what we didn’t do in advance, and what we’re failing to do now. And that is a failure of action, and specifically our widespread inability to build.
Education: The last major innovation in K-12 education was Montessori, which traces back to the 1960s.
The problem is desire. We need to want these things. The problem is inertia. We need to want these things more than we want to prevent these things. ... And the problem is will. We need to build these things.
And we need to separate the imperative to build these things from ideology and politics. Both sides need to contribute to building.
Milton Friedman once said the great public sector mistake is to judge policies and programs by their intentions rather than their results. Instead of taking that as an insult, take it as a challenge — build new things and show the results!
We need to break the rapidly escalating price curves for housing, education, and healthcare.
If the work you’re doing isn’t either leading to something being built or taking care of people directly, we’ve failed you, and we need to get you into a position, an occupation, a career where you can contribute to building.
👉Les expérimentations forcées par Covid19 (Ben Evans):
We’ll try everything, because we’re forced to, but not all of it will work. So, which is which?
De nouvelles manières de travailler
So, should the meeting go to a call, or should it go from synchronous to asynchronous (i.e. Slack, Teams, or even email), or should it go to some more structured data form?
Zoom reminds me a lot of Dropbox - everyone told Drew Houston ‘there are dozens of these already’ and he kept replying ‘yes, but which ones do you use?’
Des changements profonds pour la santé l’éducation
Our assumptions of how we buy but also what we buy are being reset.
You can see that market reset in another way in two big industries that people have spent decades dreaming of moving to digital and to remote - health and education.
But then you also had to solve a route to market characterised by multi-year sales cycles and long-term locked-in contracts, a highly bureaucratic customer, complex regulation (often necessarily, which tech people sometimes forget), and complete separation between the purchasers (who care about price and a list of features) and the users (who care about usability and efficiency).
In the past few weeks we’ve see adoption in days or weeks that would previously have taken months or years - is a good summary of that for healthcare in the UK.
👉Mary Meeker a sorti son analyse annuelle du monde dans le contexte Covid19 (Bond) :
In sports, we often talk about dream teams ... There’s comfort that a global healthcare dream team of medical professionals is working in unprecedented ways, around the clock, rapidly sharing and iterating information / best practices / feedback in real-time at scale…
Companies that focus on effective written communication and documentation (dubbed the ‘Amazon way’) - where plans are shared in written form of editing - either synchronous or asynchronous - have had an easier time shifting to distributed work. Many observe this form of communication can lead to more insightful input and decision making.
Despite decades of investments in electronic health records, there remain hundreds of dark, unconnected pools of healthcare data.
🏥 Santé
👉Faut-il utiliser nos téléphones pour détecter la dépression ? Parkinson ? (Vox)
At the time, Ogilvy was recruiting patients for research the hospital was conducting with Companion MX, an app that uses data collected from cellphones to monitor patients’ mental health.
Digital phenotyping could help doctors diagnose mental illnesses — such as depression and anxiety.
Medical innovations are notoriously slow. It took more than 200 years for the thermometer to catch on. Even today, the average lag time between research discovery and adoption is 17 years.
Others, such as Mindstrong, a new Palo Alto-based company, tracks your cellphone and connects you with a therapist via text when it thinks you need it.
The implications may be far-reaching — for example, helping providers understand when patients leave a doctor’s office still confused. .. One patient, after being told they had a “walnut-sized fibrous tumor,” went home and searched “How big is a walnut?’ and “What is a fibrous tumor?” Overall, the study found that health-related searches doubled the week before patients visited an emergency department.
It’s not a stretch to imagine that health insurers could someday raise your premiums based on your cooking habits or how much you drink ( → il faut à tout prix, éviter cela).
👉Les meilleures Apps Covid19 autour du monde et surtout en Chine (Présentation a16z)
💚 Les publications d’Alan et sur Alan
👉 IndexVenture (investisseur Alan) publie "Will Healthcare change for good?"(https://www.indexventures.com/perspectives/will-healthcare-change-good/)
👉 On est très heureux d’annoncer une nouvelle levée de fonds (Les Echos), pour continuer à digitaliser le système de santé, étendre l’offre Alan au-delà de l’assurance et poursuivre notre expansion internationale.
👉 Nous publions cette semaine notre lettre aux investisseurs pour Q1 (Alan Blog).