Chaque semaine, je partage quelques articles que jâai trouvĂ©s particuliĂšrement enrichissants. JâespĂšre quâils vous aideront autant quâils mâont aidĂ©.
Cette semaine:
Le portrait dâElon Musk par son biographe : ses combats, ses tweetsâŠ
La sociĂ©tĂ© d'assurance Lemonade revoit Ă la baisse son prix dâintroduction en bourse
Les retours clients selon Ryan Singer (Shape Up)
Alan participe au 5e sommet Start-up & Innovation de Challenges
Keith Rabois (ex-LinkedIn) donne ses conseils pour bien commencer une entreprise
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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đ±Monde des technologies
đ Elon Musk est le hĂ©ros que lâAmĂ©rique mĂ©rite (Bloomberg): article intĂ©ressant sur Musk par son biographe. Comment il tweet, ses combatsâŠ
đ Quelques infos supplĂ©mentaires sur lâIPO de Lemonade (Newsletter de The Information):
La sociĂ©tĂ© dâassurance Lemonade a fixĂ© le prix de son introduction en bourse autour dâ1,3 milliard de dollars, loin des 2,1 milliards de sa derniĂšre valorisation.
đ Les mĂ©dias face Ă leur futur post Covid-19 (LâADN).
Lâenjeu consistant Ă restaurer la confiance des citoyens nâest pas le moindre.
335 millions de visites sur les marques mĂ©dias entre le dimanche 15 et le lundi 16 mars 2020, dont 80% sur mobile. Câest le triple de la frĂ©quentation normale.
Les annonceurs, dans un rĂ©flexe Ă©pidermique de brand safety, ont ajoutĂ© les mots-clĂ©s liĂ©s au coronavirus sur leur blacklist pour Ă©viter de sâafficher aux cĂŽtĂ©s des contenus en lien avec la pandĂ©mie.
The New Republic pose la question en ces termes : « Lâe-mail est-il le futur du journalisme ? ». Parce que le prix dâun abonnement dâune newsletter Substack (autour de 11 dollars par mois pour les plus populaires, « prix Netflix » qui tend Ă devenir une unitĂ© de mesure) est consĂ©quent, le principe peut fonctionner pour des crĂ©ateurs bĂ©nĂ©ficiant dĂ©jĂ dâune base, acquise par exemple dans un mĂ©dia classique.
đ Le gĂ©nie de la communication dâApple en 2002. Regardez la vidĂ©o. (The Stratechery)
đŻConstruire une entreprise
đ Shape Up: sur les retours des clients (Basecamp)
A small minority of customers might overreact and say things like âYou ruined it! Change it back!â
Itâs important to stay cool and avoid knee-jerk reactions. Give it a few days and allow it to die down. Be firm and remember why you made the change in the first place and who the change is helping.
The raw ideas that just came in from customer feedback arenât actionable yet. They need to be shaped.
đ Un biais pour lâaction : comment continuer Ă aller vite et Ă©viter la bureaucratie (Henry Ward from Carta)
How to keep a growing, in our case regulated, organization executing with the same relentless and risk-taking spirit of the early days.
0. A bias to action
Instead of helping to nurture and implement a new idea, teams discussed the ways it could go wrong.
Fear of what could go wrong crowded out the conversation of what could go right.
I want Carta to be a Bias to Action and a Bias to Yes company. Many great ideas start out looking like bad ones and few people are able to see how an idea today could change our world tomorrow.
We are able to believe in the outline of a new idea before we can see the details of it.
1. High-velocity
The way to speed up is to ship value faster. This is true whether we are building product, delivering a strategy report, presenting financial forecasts, or scheduling time with candidates.
It is possible to deliver high quality work at high velocity.
Have a maniacal focus on the fastest path to value.
Most delays are because the team wanted to do too much and spent weeks working and planning, and ended up not doing anything at all. If we narrow our focus to the increments of value we are delivering, we can ship quality with velocity.
2. MVP first
3. Iterative
Iteration is the fastest path to a destination you canât see. To get there faster you simply accelerate the feedback loop of shipping â learning â shipping â learning. Each step of the loop gives more visibility into the destination and more optionality for what the destination could be.
Almost everything we do can be broken down into smaller and smaller mile-stones, or mile-pebbles. Over time, the mile-pebbles add up to become boulders. And each time we execute against one of these mile-pebbles, we get better at executing.
4. No bureaucracy
Bureaucracy is a death-trap. We must be wary of all signs of bureaucracy that start to appear. Signs of bureaucracy include things like âgatekeepersâ, decisions without explanations, and denying requests without providing better alternatives.
5. Unafraid to try new things
It seems recently we have developed a negative culture toward new ideas. We approach change with skepticism and caution. We hesitate to try something new because of what could go wrong.
We spend too much time thinking what might happen rather than just seeing what does happen.
In our business, the risk of not trying a good idea is far more damaging than the risk of trying something that doesnât work. But most people are criticized for what they do rather than what they donât.
There is no risk in the status quo. There is only risk in changing it.
When we have a good idea letâs run with it. Donât hold up ideas because we worry about what bad things, often edge cases, could happen. Instead of talking about what could go wrong, talk about what could go right. Unlock more ideas, more creativity, more autonomy, and more progress.
In summary, get shit done. If you are unsure if something will work, find out. Donât sit around arguing about it. And donât block others from trying to find out if something will work. Just try. Have a bias to action.
đ„ SantĂ©
đ Mindstrong Raises $100 Million (pulse 2.0):
Mindstrong is unlocking an entirely new virtual care model to deliver healthcare to people living with a serious mental illness (SMI).
They are developing technology for remote patient monitoring and mental health symptom measurement.
Their in-house clinical team of therapists, psychiatrists, and care coordinators use their technology platform to deliver flexible, efficient, and seamless virtual care to members through a smartphone app.
The clinical services are provided by their own team of full-time clinicians on an unlimited basis and at no cost to members due to Mindstrongâs value-based partnerships with national private and public insurance payers.
đ Apple et le HealthOS (Nathan Baschez):
Tim Cook: ââWhat was Appleâs greatest contribution to mankind?â It will be about health.â
Specifically, theyâre building a system to aggregate data from modern connected devices (like watches, scales, fitness equipment, mattresses, etc) and integrate it with traditional health records (lab results, conditions, medications, procedures) in order to unlock a new, comprehensive view of your bodyâs health.
Appleâs normal play is to build high-end hardware and integrate it with high-end software created both in house, and by third-party developers. (...) Their strategy in healthcare couldnât be more different.
The first step to this new healthcare reality is integrating medical records into Apple Health.
Because the Apple Health app acts as a repository for all health data, Apple hasnât developed many apps of their own, opting to allow third-party developers to build on their Healthkit API.
đ Les publications dâAlan et sur Alan
đ Comment construire une entreprise selon Keith Rabois, ex-LinkedIn (Blog Alan). Quel est le rĂŽle dâun CEO, jour aprĂšs jour ? Comment ĂȘtre certain quâune entreprise va dans la bonne direction ? Comment dĂ©lĂ©guer sans abdiquer ?
đ Alan et PayFit Ă©changent sur les bouleversements RH en France et en Europe post-Covid (webinar). Diane Riviere, notre Culture & People Lead, intervient auprĂšs dâAmandine Braillard, DRH France chez PayFit.
đ Alan a participĂ© au 5e sommet Start-up & Innovation organisĂ© par Challenges (Challenges). Quels sont les nouveaux game changers ? Comment disrupter ? Pourquoi est ce plus long dans la santĂ© ?