Bonjour,

Chaque semaine, je partage quelques articles que j’ai trouvés particulièrement enrichissants. J’espère qu’ils vous aideront autant qu’ils m’ont aidé. 

![Newsletter 14](//images.ctfassets.net/ovjsyiqhqmlf/2LiyRO5kzaKwAF7Z6mXvYp/6c8401a4288704f168330749f027f432/_14.jpeg)


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. 

Si vous aimez, vous pouvez vous [inscrire](https://blog.alan.com/#/?sidebar=subscribe-newsletter), partager (par email ou le blogpost) ou encore me suivre sur [Twitter](https://twitter.com/jcsamuelian?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor).

Bonne lecture !

# 📱Monde des technologies
**👉Zoom est passé de 10m à 200m d’utilisateurs quotidiens en quelques semaines et est maintenant sous tous les radars** ([The Verge](https://www.theverge.com/2020/4/2/21204018/zoom-security-privacy-feature-freeze-200-million-daily-users), [The Stratechery](https://stratechery.com/2020/zoom-and-facebook-zoom-mistakes-zoom-fixes/)) :

- La sécurité est remise en cause par de très nombreuses sources
- Les pires côtées du web se sont emparés de Zoom avec du “Zoom bombing” : arriver sur un call, et montrer des choses obscènes
- Des articles sortent sur l’utilisateur du Facebook log-in et la réponse initiale de Zoom a été catastrophique pour une boîte ‘enterprise” (“on ne savait pas”)
- La deuxième réponse du CEO sur le blog est bien meilleure : 90 jours concentrés seulement sur sécurité et privacy ([Zoom Blog](https://blog.zoom.us/wordpress/2020/04/01/a-message-to-our-users/))
- L’exemple de Zoom est aussi excellent dans le monde des start-ups, on peut innover et gagner dans des secteurs où les géants sont déjà : “ce produit existe déjà, Google le fait déjà, …”


# 💪 Développement personnel
**👉Sur l’importance et la difficulté de faire des prévisions non-consensuelles** ([Howard Marks](https://www.oaktreecapital.com/docs/default-source/memos/1993-02-15-the-value-of-predictions-or-where-39-d-all-this-rain-come-from.pdf?sfvrsn=2)) :

- **Potentially-profitable non-consensus forecasts are very hard to believe and act on for the simple reason that they are so far from conventional wisdom.** If a forecast was totally logical and easily accepted, then it would be the consensus forecast (and its profit potential would be much less).
- In poker, “scared money never wins”. In investing, it’s hard to hold fast to an improbable, non-consensus forecast and do the right thing...especially if the clock is telling you the forecast is off base. As I was told years ago, **“being too far ahead of your time is indistinguishable from being wrong.”**

---

👉**Être sceptique et les crises (ce qu’on a appris en 2008)** ([Howard Marks](https://www.oaktreecapital.com/docs/default-source/memos/2008-10-15-the-limits-to-negativism.pdf?sfvrsn=2)) :

- During the crisis, **lots of bad things seemed possible, but that didn’t mean they were going to happen.** In times of crisis, people fail to make that distinction. Since we never know much about what the future holds – and in a crisis, with careening causes and consequences, certainly less than ever – we must decide which side of the debate is more likely to be profitable (or less likely to be wrong).
- Two or three years ago, **the world was so different as to be almost beyond remembering.** It was ruled by greed, optimism, and credulity. In short, it was the opposite of the last few weeks: no story was too positive to be believed.
- Boy, what a good time that was for a dose of skepticism! What benefits it could have provided (in terms of losses avoided). But **when conventional wisdom is rosy, few can stand against it. People who do so too early look woefully wrong and are swept aside. That discourages others from trying the same thing, even as the cycle swings further to the positive extreme.**
- I’d define **skepticism as not believing what you’re told or what “everyone” considers true.**(...) If you believe the story everyone else believes, you’ll do what they do. Usually you’ll buy at high prices and sell at lows. You’ll fall for tales of the “silver bullet” capable of delivering high returns without risk. You’ll buy what’s been doing well and sell what’s been doing poorly. And you’ll suffer losses in crashes and miss out when things recover from bottoms. In other words, you’ll be a conformist, not a maverick (an overused word these days); a follower, not a contrarian.
- **Skepticism and pessimism aren’t synonymous.** Skepticism calls for pessimism when optimism is excessive. But it also calls for optimism when pessimism is excessive.
- The key – as usual – was to become skeptical of what “everyone” was saying and doing. The negative story may have looked compelling, but it’s the positive story – which few believed – that held, and still holds, the greater potential for profit.

---

👉**Comment envoyer des emails dans cette période difficile** ([Wired](https://www.wired.com/story/email-during-coronavirus/)) :

- “Emails now be like: I hope you are staying safe, sheltered in place, stocked with toilet paper, and healthy during these absolutely unprecedented, wild, chaotic, terrifying times. Just wanted to follow up—” tweeted a Yale law student, in a tweet that has more than 200,000 likes.
- **The biggest piece of advice he offers for sending meaningful emails is to send fewer of them.** After that, try to avoid clichéd phrases that make emails so “drab and boilerplate.” And finally, write thoughtfully.

# 📚 Réflexions
👉**L’ordre du monde qui change et comment étudier le passé en profondeur nous aide à mieux comprendre le présent** ([Ray Dalio](https://www.linkedin.com/pulse/changing-world-order-ray-dalio-1f/?trackingId=ORyJs5oKZU9YS0bTwtphmg==)). A lire en détail, et ici quelques citations :

- My biggest mistakes in my career came from missing big market moves that hadn’t happened in my lifetime but had happened many times before. 
- I could learn the **timeless and universal mechanics underlying them** and develop timeless and universal principles for dealing with them well.
- Most things—e.g., prosperous periods, depressions, wars, revolutions, bull markets, bear markets, etc.—happen repeatedly through time. They come about for basically the same reasons, typically in cycles, **and often in cycles that are as long or longer than our lifetimes.** 
- The country that gets to print the world’s primary currency (now the US) is in a very privileged and powerful position, and debt that is denominated in the world’s reserve currency (i.e., US dollar-denominated debt) is the most fundamental building block for the world’s capital markets and the world’s economies. 
- How will people and policy makers be with each other when the next economic downturn arrives? 

# 🏥 Santé

👉**Les entrepreneurs, les entreprises (dont Alan) partout dans le monde se battent pour lutter contre Covid19. C’est beau à voir.** ([CNBC](https://www.cnbc.com/2020/03/23/coronavirus-tracking-site-built-by-amazon-apple-google-volunteers.html))

---

👉**11 sous-traitants choisis dans un temps record pour aider la NHS à gérer la télé-consultation** ([Digital Health](https://www.digitalhealth.net/2020/03/exclusive-11-suppliers-chosen-to-provide-video-consults-during-covid-19/)) dont notre partenaire Livi

# 💚 Les publications d’Alan et sur Alan

👉**J’étais cette semaine l’invité de The 20 Minute VC** (lien vers le [Podcast](https://hwcdn.libsyn.com/p/6/a/3/6a3aff4f7edd110c/246_20VC-_Jean-Charles_Samulian_Founder__CEO__Alan.mp3?c_id=68939024&cs_id=68939024&expiration=1586252108&hwt=65222b7fd9cf62354b1957802b6f40fb) et vers [Apple Podcast](https://podcasts.apple.com/gb/podcast/20vc-framework-to-scale-team-from-20-to-190-in-24-months/id958230465?i=1000470402491)). L’occasion de revenir sur l’histoire d’Alan, notre culture, comment on gère le remote, la manière dont on recrute, l’importance de l’onboarding,... 

---
 
👉**Notre programme “[Coup de Pouce](https://alan.com/#/?sidebar=coup-de-pouce-contre-le-covid)” a été sélectionné par France Télévision**, dans [le cadre de #comSolidaire](https://www.cbnews.fr/medias/image-francetv-publicite-6-marques-son-offre-comsolidaire-50892). Alan est donc de retour sur le petit écran ! 



Newsletter 14

Jean-Charles' newsletter: n°14

Chaque semaine, je partage quelques articles que j’ai trouvés particulièrement enrichissants. J’espère qu’ils vous aideront autant qu’ils m’ont aidé. 

![Newsletter 13](//images.ctfassets.net/ovjsyiqhqmlf/6c6PexzfxomD2Cm1Wzl9rc/3682f1da2b8ca64a213bc570e2c6e1a3/_13.jpeg)

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 !

Si vous aimez, vous pouvez vous [inscrire](https://blog.alan.com/#/?sidebar=subscribe-newsletter), partager (par email ou le blogpost) ou encore me suivre sur [Twitter](https://twitter.com/jcsamuelian?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor).

# 📱Monde des technologies

**👉L’histoire de Compaq et son application dans le contexte de Covid19 (less talk, more actions) ([The Stratechery](https://stratechery.com/2020/compaq-and-coronavirus/)).**

**L’histoire de Compaq et ce qu’on peut en apprendre :**

- What our lawyers told us was that, not only can you not use it (the copyrighted code) anybody that’s even looked at it — glanced at it — could taint the whole project. (…) We had two software people. One guy read the code and generated the functional specifications. (...) Figuring out what it does, then writing the specification for what it does. Then, once he’s got that specification completed, he sort of hands it through a doorway or a window to another person who’s never seen IBM’s code, and he takes that spec and starts from scratch and writes our own code to be able to do the exact same function…  (...) (We had) just a bull-headed commitment to making all the software run. **We were shocked when we found out none of our competitors had done it to the same degree.** We could speculate on why they had stopped short of complete compatibility: **It was hard.** (...) The result was a company that came to dominate the market; in fact, **Compaq was the fastest startup to hit $100 million in revenue.**
- The second part of the formula — for producing profits along with growth — will involve wider use of outsourcing and partnership deals. (...) Compaq, however, may not be able to play through their intermediaries forever. **“The real solution is to create your own capability. It takes longer and is more painful, but ultimately, it is more successful,”** (...) Compaq never did bother; the engineering determination exemplified by Canion was long gone, and soon Compaq was as well.
- The entire reason why Compaq could build the business it did was because as long as you had an IBM-compatible BIOS, an x86 processor, and a license for Windows, you could sell a PC that was compatible with all of the software out there. **That, though, meant commoditization in the long-run,** which is exactly what happened to Compaq and, it should be noted, basically all of its competitors.

**L’analogie avec Covid19 :**
- While there may have been an opportunity to stop SARS-CoV-2 late last year, by January, (...) worldwide spread was probably inevitable; (...) Since then, though, there has been divergence **between countries that acted and countries that talked.** 
- Taiwan (...) is perhaps the best example of the former: Passengers on flights from Wuhan were screened for fever starting in December, and banned from entry in January; (...), Data from the National Immigration Agency was integrated into the National Health Insurance Administration, allowing officials to quickly match-up COVID-19 symptoms with recent travel history; (...) people designated for home quarantine are tracked via their smartphones, and fined heavily for any violations.
- What stood out to me was **mask production; on January 23, the day that China locked down Wuhan, Taiwan had the capability of producing 2.44 million masks a day; this week Taiwan is expected to exceed 13 million masks a day**, a sufficient number for not only medical workers but also the general public. 
- The contrast with Western countries is stark: to the extent government officials across the Western world were **discussing** the coronavirus a month ago, it was to express support for China or insist that life carry on as before; (...) What does not appear to have happened anywhere across the West is **any sort of meaningful action until it was far too late.**
- This has resulted in two problems: first, by the time Western governments acted, the only available option has been widespread lockdowns. Second, the talk itself is missing even the possibility of action.
- To put it another way, **the West feels like Compaq in the 1990s, relying on its brand name and partnerships with other entities to do the actual work, forgetting that it was hard work and determination that made it great in the first place.**


---


**👉Airbnb arrête tout son marketing et la plupart de son recrutement** ([The Information](https://www.theinformation.com/articles/airbnb-to-halt-all-marketing-most-hiring-as-losses-mount)) dans un contexte où ils vont être forcés à entrer en bourse très bientôt, sinon leurs salariés vont perdre leurs actions. Le marketing permettra d’économiser 800 M$ cette année. 

# 🏯 Construire une entreprise

**👉Les asymptotes invisibles qu’il faut dépasser, l’histoire d’Amazon.** ([Eugene Wei](https://www.eugenewei.com/blog/2018/5/21/invisible-asymptotes))

**L’importance de bonnes prévisions :** 
- It's not just that giving the wrong guidance might lead to a correction in your stock price but that it might indicate that you really have no idea where your business is headed, a far more damaging long-run reveal.
- One of the most difficult things to forecast was our adoption rate. 
- The question in building my forecast was to flush out what I call the **invisible asymptote:** a ceiling that our growth curve would bump its head against if we continued down our current path.

**Comment Amazon a découvert ses asymptotes ?** 
- We had two ways we were able to flush out this enemy. For people who did shop with us, we had, for some time, **a pop-up survey that would appear right after you'd placed your order**, at the end of the shopping cart process. It was a **single question**, asking why you didn't purchase more often from Amazon. For people who'd never shopped with Amazon, we had a third party firm conduct a market research survey where we'd ask those people why they did not shop from Amazon.
- Both converged, without any ambiguity, **on one factor: Shipping fees**.
- People don't just hate paying for shipping, they hate it to literally an irrational degree. (...) People didn't care about this rational math. People, in general, are terrible at valuing their time.
- Solving people's distaste for paying shipping fees became a multi-year effort at Amazon. Our next crack at this was Super Saver Shipping: if you placed an order of $25 or more of qualified items, which included mostly products in stock at Amazon, you'd receive free standard shipping. (...) It caused customers to reduce their order frequency, waiting until their orders qualified for the free shipping. 
- That brings us to **Amazon Prime**. This is a good time to point out that shipping physical goods isn't free. Again, self-evident, but it meant that modeling Amazon Prime could lead to **widely diverging financial outcomes depending on what you thought it would do to the demand curve** and average order composition.

**Dépasser les tests, et réparer plus tard:** 
- To his credit, **Jeff decided to forego testing and just go for it.** 
- It turns out that you can have **people pre-pay for shipping** through a program like Prime and **they're incredibly happy** to make the trade. And yes, on some orders, and for some customers, the financial trade may be a lossy one for the business, **but on net, the dramatic shift in the demand curve is stunning and game-changing.**
- And, as Jeff always noted, **you can make micro-adjustments in the long run to tweak the profit leaks.** (...) Jeff counseled the same **"fix it later"** strategy in the early days when we didn't have good returns tracking. 

**Dépasser son marché peut signifier des choses très différentes :** 
- There's more than a whiff of Geoffrey Moore's **Crossing the Chasm** in this idea, some sense that moving from early adopters to the mainstream involves convincing more users to use the same product/service as early adopters do. In the case of Twitter, I think the theory is wrong. 
- Falling into the trap of thinking other users will be like you is especially pernicious because the people building the product are usually among that early adopter cohort. 
- To broaden their appeal they tend to broaden their use cases. It's rare to see a product adhere strictly to its early specificity and still avoid hitting a shoulder in their adoption S-curve. 
- The stronger the initial product market fit, the more vociferously your early adopters will protest when you make any changes. 
- Tech companies in general have been mining the scalable ROI of machine learning and algorithms for many years now. More data, better recommendations, better matching of customer to goods, or so the story goes. But what I appreciate about luxury retail, or even Hollywood, is its skill for making you believe that something is the right thing for you, absent previous data.

**Comment identifier ses asymptotes invisibles ?** 
- One way to identify your invisible asymptotes is to simply ask your customers.
- True, it's often difficult for customers to articulate what they want. But what's missed is that they're often much better at pinpointing what they don't want or like. 
- As a company grows, though, and from the start, it's just as important to look at those who never make it through the funnel, or who jump out of it at the very top. 
- However, all honest negative feedback forms the basis of some asymptote in some customer segment, even if the constraint isn't constricting yet. 
- Product development will always be a multi-dimensional problem, often frustratingly so, but the value of reducing that dimensionality often costs so little that it should be more widely employed.


---

**👉Analyse de la situation par Howard Marks : cela va aller mal, mais peut-être moins qu’on pense.** ([Oaktree](https://www.oaktreecapital.com/docs/default-source/memos/weekly.pdf))
- Unavoidable Pain: The news in the near team is unlikely to be good; instead it’ll probably include: Business closures, Job losses, Supply-chain disruption, Challenges to the health system. 
- In all these ways and more, the early news is bound to be bad. I think that’s indisputable. The only good news in this regard would be if it doesn’t reach the levels people expect and fear. 
- All these are appropriate actions. Hopefully we’ll see benefits from them and more. 
- Optimism still hasn’t been entirely eradicated and replaced by capitulation. Typically, the bottom is reached only when optimism is nowhere to be found.
- Even though there’s no way to say the bottom is at hand, the conditions that make bargains available certainly are materializing (...) I believe this is a good time to invest

# 🏥 Santé
**👉Les gens ont envie d’aider et l’app Zoe au UK le permet** ([TechCrunch](https://techcrunch.com/2020/03/25/self-reporting-app-for-covid-19-symptoms-for-uk-research-sees-650k-downloads-in-24-hours/))
- Asking people to self-report their symptoms in an effort to start to gather more of that detail.
- And in a mark of how the public is trying to step up its efforts to get involved in the fight to contain the disease, the app has itself gone viral, with 650,000 downloads since being launched on Tuesday morning.
- To be very clear, the app itself is not a diagnostic tool — these are being developed on a more national level, linking people through to local services. Nor is it designed to give the public any clarity on where Covid-19 symptoms are cropping up. (...) Instead, it’s a research app designed to bring together information that could be useful to medical professionals to better plan their responses.


---

**👉Faut-il se préparer à un retour à la normale plus rapide que prévu ? Le cas de la Chine.** ([HBR](https://hbr.org/2020/03/how-chinese-companies-have-responded-to-coronavirus))
- Many Chinese companies have already moved beyond crisis response to recovery and post-recovery planning.
- Prepare for a faster recovery than you expect: Only six weeks after the initial outbreak, China appears to be in the early stages of recovery.
- While the depth and duration of the economic impact in other countries is impossible to forecast, China’s experience points to a scenario that companies should prepare for.
- Instead of reducing headcount, it encouraged employees to use their time to upgrade internal systems, improve skills, and design new products and services to be better prepared for the eventual recovery.
Spot new consumption habits being formed.

Bonne semaine et bonne lecture à tous!





Newsletter 13

Jean-Charles' newsletter: n°13

Chaque semaine, je partage quelques articles que j’ai trouvés particulièrement enrichissants. J’espère qu’ils vous aideront autant qu’ils m’ont aidé. 

![Newsletter #12](//images.ctfassets.net/ovjsyiqhqmlf/5pYpxzN77xoJIhM7Tslz8d/ea9672fc09b31efbae497c5c9b9ff4eb/2020_Newsletter_12.jpg)

Avec Alan, nous continuons à travailler énormément sur le COVID19. Pour apporter notre contribution dans la crise, nous sommes très fiers de lancer cette semaine [“Coup de pouce”](https://alan.com/#/?sidebar=coup-de-pouce-contre-le-covid), un service gratuitement ouvert à tous pour vous accompagner pendant cette période particulière. Vous pourrez vous informer sur le Coronavirus et prendre soin de vous (une téléconsultation prise en charge, 2 mois de méditation offerts,...). 

Bonne lecture !

Si vous aimez, vous pouvez vous [inscrire](https://blog.alan.com/#/?sidebar=subscribe-newsletter), partager (par email ou le blogpost) ou encore me suivre sur [Twitter](https://twitter.com/jcsamuelian?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor).

# 🏯 Construire une entreprise
**Comment utiliser le “second-order thinking” pour prendre des meilleures décisions** ([Farnam Street](https://fs.blog/2020/03/chestertons-fence/))
- A core component of making great decisions is understanding **the rationale behind previous decisions.** If we don’t understand how we got “here,” we run the risk of making things much worse.
- **Second-order** thinking is the practice of not just considering the consequences of our decisions but also **the consequences of those consequences.** 
- Their (ndlr: people who made the decision in the past) reasons for making certain choices might be more complex than they seem at first. It’s best to assume they knew things we don’t or had experience we can’t fathom
- Do not remove a fence until you know why it was put up in the first place. [...] Fences are built by people who carefully planned them out and “had some reason for thinking [the fence] would be a good thing for somebody.” Until we establish that reason, we have no business taking an ax to it. **The reason might not be a good or relevant one; we just need to be aware of what the reason is.** 
- **Unless we know why someone made a decision, we can’t safely change it or conclude that they were wrong.**
- There’s certainly nothing positive about being resistant to any change. Things become out of date and redundant with time. 
- Interesting example: Eager to make an immediate difference, the new CFO starts looking for ways to cut costs so they can point to how they’re saving the company money. They take a look at the free snacks and sodas offered to employees and calculate how much they cost per year—perhaps a few thousand dollars. After all, they’re paying people enough. They can buy their own sodas. [...] The original employees who helped the company grow initially notice the change and realize things are not how they were before. Of course they can afford to buy their own sodas. But suddenly having to is just an unmissable sign that the company’s culture is changing, which can be enough to prompt the most talented people to jump ship. 

---

**10 habitudes pour prendre des décisions difficiles** ([Gibson Biddle](https://medium.com/@gibsonbiddle/10-habits-for-making-wicked-hard-decisions-872fda5eda91))
- **Poser des questions, former un opinion et s’engager dans le débat** : *“Halfway through the argument, he’d stop them and ask them to flip positions. This drill forced each leader to listen to the other’s case, knowing they might be asked to switch sides again.”*
- **Prendre des décisions provisoires** : *“Ask yourself, “What does my gut say?” Frame your opinion based on your initial instinct, then ask what additional information you need to make a final decision. Last, outline a timeline to get the missing data to make the decision.” (lisez l’exemple sur Netflix et Redbox)*
- **Obtenez la donnée** : existing data, qualitative research, surveys, A/B tests.
- **Prenez des décisions avec 70% de la donnée** : *“Deciding with less data means you’re likely ill-informed, but searching for more information requires far too much time."*
- Et bien d’autres choses à lire !

# 📱Monde des technologies
**Lettre de Jeff Bezos aux Amazonians** ([Blog](https://blog.aboutamazon.com/company-news/a-message-from-our-ceo-and-founder)) :
- I’m sad to tell you I predict things are going to get worse before they get better.
- Masks remain in short supply globally and are at this point being directed by governments to the highest-need facilities like hospitals and clinics. 
- There is no instruction manual for how to feel at a time like this, and I know this causes stress for everyone.

# 💪 Développement personnel
**Article de 2001 sur quand écouter ses intuitions** (“guts”) ([HBR](https://hbr.org/2001/02/when-to-trust-your-gut))
- Often, your gut is just plain wrong—because it’s subject to biases. For instance, we usually overestimate our abilities—failing to get feedback on our decision-making mistakes, and therefore not learning from them. And we conveniently forget about the times when trusting our guts led to poor decisions.
- Don’t fall in love with your decisions.
- “Often there is absolutely no way that you could have the time to thoroughly analyze every one of the options or alternatives available to you,” says Larsen. “So you have to rely on your business judgment.”
- Our emotions and feelings play a crucial role by helping us filter various possibilities quickly, even though our conscious mind might not be aware of the screening.
- “Intuition and judgment are simply analyses frozen into habit.” 
- Cross-indexing: indeed, the ability to see similar patterns in disparate fields is what elevates a person’s intuitive skills from good to sublime.
- Instincts are often plain wrong [...] For example, we will often take unnecessary risks to recover a loss—the classic gambler’s syndrome. 

# 🏥 Santé
**Google a présenté un test de dépistage en Californie via sa filiale Verily** ([TechCrunch](https://techcrunch.com/2020/03/16/alphabets-verily-launches-its-california-covid-19-test-screening-site-in-a-limited-pilot/)). Cela pose quelques questions sur l’usage des données. 

---

**Partager sa localisation pour savoir avec qui on a été en contact et qui aurait le Covid19 ?** ([Fast Company](https://www.fastcompany.com/90478703/an-app-for-tracking-coronavirus-in-your-community-is-almost-here)). Des chercheurs bossent là-dessus, avec tous les risques de privacy que cela comporte. A comparer avec un lock-down complet. 

---

**Apparemment la baisse de pollution en Chine sauvera plus de vies que ce que le Coronavirus n’en a pris** ([Nouvel Ob](https://www.nouvelobs.com/planete/20200314.OBS26038/en-chine-la-baisse-de-la-pollution-va-epargner-plus-de-vies-humaines-que-le-virus-en-aura-coute.html)).

---

Q**uand l’urgence permet d’aller plus vite : la NHS fait un appel d’offre en 48h pour la téléconsultation** ([Digital Health](https://www.digitalhealth.net/2020/03/nhs-england-issues-48-hour-tender-for-online-primary-care-consultations/)).

# 💚 Les publications d’Alan et sur Alan
[Challenges](https://www.challenges.fr/entreprise/sante-et-pharmacie/coronavirus-la-start-up-alan-debourse-1-million-pour-aider-le-systeme-de-sante_703722) et [Maddyness](https://www.maddyness.com/2020/03/20/enbref-alan-voi-tier-mobility-france-digitale-ensemblealamaison-wingate-20-03-2020/) publient des articles sur notre “Coup de Pouce”.  1 M€ pour aider à traverser le Coronavirus investis dans notre produit gratuit, sans engagement et accessible à tous qui aide à gérer Covid19.

Bonne semaine et bonne lecture à tous!


Jean-Charles' newsletter: n°12

Bonjour,

Chaque semaine, je partage quelques articles que j’ai trouvés particulièrement enrichissants. J’espère qu’ils vous aideront autant qu’ils m’ont aidé. 

Avec Alan, nous travaillons énormément sur le COVID-19. J’insiste sur l’importance de tous apporter notre contribution dans la crise, car nous sommes dans une épreuve de société et de solidarité. Nous devons tout faire pour protéger les plus à risques, soutenir notre système de santé et ralentir la progression de l’épidémie.

J’essaie tout de même de centrer cette newsletter sur d’autres sujets, pour vous donner de la lecture. Si vous voulez suivre l’actualité et les recommandations sur le COVID19, je vous invite à télécharger l’app Alan. Tout est accessible même si vous n’êtes pas membre. 

Bonne lecture !

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# Monde des technologies 📱


**Longue interview de Steve Wozniak (co-fondateur d’Apple)** sur son génie créatif ([Lien](http://www.foundersatwork.com/steve-wozniak.html)). Quelques citations que j’aime : 

**Être ouvert et transparent :** 
- Engineers—bottom of the org chart people—could come up with the ideas that would be the next hot products for the company. Everything was open to thought, discussion and innovation. 
- First of all, try to have the highest of ethics and to be open and truthful about things, not hiding. If you have to hide something for company reasons, at least explain what you're doing. Don't mislead people. 
- He went around and talked to all the engineers and found out who was doing stuff and who was slacking off. He pretty much fired the right ones—that weren't working. But he should have given them chances to go around and bring their abilities to play and all that.

**Simplifier :**
- Every time you save parts you save on complexity and reliability, the amount of time it takes to understand something. 

**Pousser pour l’excellence :** 
- All I could do was [...] try to get better and better and better. I was competing with myself.
- You have to think harder and deeper than you normally would. 
- Always seek excellence: make your product better than the average person would.
- "Can I make it better than it is, a little superior?" What it does is not necessarily make the product better in the end, but it brings you closer to the product and your own head understands it better. 

**On peut aller 10x plus vite que ce qu’on pense :** 
- So I said, "If I get the floppy disk done, then could I go to show it off?" It was 2 weeks away. Something like a floppy disk design, you'd give it 6 months lead time, normally, to write down all the sheets and documents of what you're going to do and get them approved by managers. It's a horribly long cycle. [...] So I sat down and designed the floppy disk, and Randy Wigginton (he was the guy just out of high school) and I came in every single day including Christmas and New Years for 2 weeks. I came in every single day leading up to, I think it was January 3 or 5, when we went off to Las Vegas. I almost had this floppy disk done.

**On peut tout apprendre et la frugalité pousse l’innovation :**
- All the best things that I did at Apple came from (a) not having money and (b) not having done it before, ever. 
- So I got to write a computer language, but remember I've never written one in my life. I'd never taken a course on it. So I opened up the Hewlett-Packard manual at work and saw the Basic. 
- Lack of tools: find a way to do it. If you say, "I have to have a tool," and you are a prima donna, "I have to have a certain development system"—if you can't figure out a way to test something and get it working, I don't think you're the right type of person to be an entrepreneur.

**Le meilleur produit gagne :** 
In the years 1980-83 when the Apple II was the largest selling computer in the world, we didn't advertise it once. 

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**Bill Gates quitte le board de Microsoft** ([Time](https://time.com/5803214/bill-gates-leaves-microsoft-board/)) pour se concentrer sur la philanthropie (et fait un travail très actif sur le COVID19).

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**Apple a réouvert 46 de ses magasins en Chine** ([Reuters](https://www.reuters.com/article/us-health-coronavirus-apple-china/apple-says-reopening-all-its-branded-stores-in-china-idUSKBN20Z3VX)) dans un signe d'amélioration de la situation. 

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**Analyse intéressante de la guerre de pouvoir chez Twitter en ce moment** ([Scott Galloway](https://www.profgalloway.com/on-twitter?utm_source=newsletter&utm_medium=email&utm_campaign=NMNM20200313)) et comment la position de Jack Dorsey est loin d’être certaine. 

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**Amazon a lancé “Just Walk Out” leur software qui permet de ne plus avoir de caisse** ([site internet](https://justwalkout.com/)) et annonce déjà des partenariats avec des “retailers”. L’industrie va être de plus en plus dépendante des technologies d’Amazon. 

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**La France donne une amende de plus d’1 Md€ à Apple pour anti-compétitivité ([CNBC](https://www.cnbc.com/2020/03/16/apple-fined-1point2-billion-by-french-competition-authorities.html)).**




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# Construire une entreprise 🏯



**Bill Gates a propos des partenariats, de choisir ses clients (difficile) et prendre des décisions stratégiques** ([Master of Scale](https://open.spotify.com/episode/3n1nTkjxXR0sRX95Bk9pff?context=spotify%3Ashow%3A1bJRgaFZHuzifad4IAApFR&si=52iwZpbcQUiuQW-Hn8f36g)) :

**Les partenariats sont souvent sous-valorisés :** 
- If you want to accelerate an inflection point, you’re going to need partners. 
- For IBM, the Microsoft partnership wasn’t essential to their business plan. But for Microsoft, it was another inflection point.
- The IBM partnership gave Microsoft the leverage it needed to accelerate this inflection point. But it also gave them something else: the skills they’d need to traverse the multiple inflection points ahead.

**Choisir les clients les plus difficiles :** So if you can pick these toughest customers and meet their needs, then you can sit back and wait. You’re going to be fine. And you have to pick the ones that are highly visible and tough and you can mess up either of those. If they’re highly visible, but they don’t ask you to do enough or they ask you to do stuff other people don’t want, that’s very hard.

**Se préparer à tout dans les partenariats  :** As we’re doing our quarterly retreats, which were always over weekends, the “What do we do when IBM divorces us?” was always a topic that people had to present on. So when it finally came, we had, by then, about six years of really good preparation.

**Faire des choix stratégiques qui nous préparent aux prochains points d’inflection (et ne pas suivre toujours le mantra ‘focus, focus, focus’) :** “We kept the Windows thing alive during all of that. Internally I was under a lot of pressure about “Why do you have good people working on OS/2 instead of Windows?” Then OS/2 people, “Why do you have people working on that Windows thing?” But it was viewed as a kind of necessarily strategy.”

**Travailler beaucoup :** “Bill is wrong. But he works so hard, he probably will succeed even though he’s wrong in this case.”

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**Snap a été nommé entreprise la plus innovante de l’année par [Fast Compan](https://www.fastcompany.com/90457684/snap-most-innovative-companies-2020)y :** 
- Comment Snap est devenu une organisation basée sur le secret : “Spiegel came to realize that he had built an organization he didn’t recognize, something that was making him personally miserable.”
- Comment ils ont essayé de se transformer pour se concentrer sur l’innovation : “His rapid innovation team meets on the floor every Tuesday, a group of 12 designers who act as a collection of peers focused on developing the future of Snapchat.”
- Leur nouveau modèle : “He’s really evolved to a much more open, transparent, distributed model of leadership.” Spiegel tells me that most meetings are now team meetings; one-on-ones are devoted to helping people with their personal growth.”
Le futur de la réalité augmentée : Content “is the dominant use case of AR today,” says Spiegel. “Most of AR is content overlaid on the world, overlaid on your face.”



# Santé 👩‍⚕️

**Coronavirus : pourquoi il y a si peu de cas en Corée** ([Asia Times)](https://asiatimes.com/2020/03/why-are-koreas-covid-19-death-rates-so-low/) :
- The number of reported deaths divided by the number of reported cases – is between 3-4%. In Korea, as of March 9, that figure was a mere 0.7%.
- South Korea has stuck to a liberal playbook: even its most affected city, Daegu, has not been isolated. This makes Seoul’s apparent success in the struggle against Covid-19 a potential benchmark for other affected democracies.
- Key factors include a robust national health service; prior experience of virus outbreaks and related preparations; aggressive execution of testing, isolation and treatment protocols, fully backed by the law – and two incidences of good fortune.
- South Korea has undertaken approximately 190,000 tests thus far, according to KCDC Deputy Director General Kwon Jun-wook, and has the capacity to undertake 20,000 per day. Turnaround times are six-24 hours.
- Tests are highly affordable. “The test kit is about $130, and about half is covered by insurance the other half by individual,” Kwon said. Those who test positive get the test free, “So there is no reason for suspected cases to hide their symptoms,” he said.
- Dedicated centers and hospitals centralize specialized equipment and personnel, while keeping the virus out of regular hospitals. Home quarantine with access to medical consulting is widely employed.
- Quarantines removed the infected from the general populace, but perhaps even more critical to the low death rate was the activation of early treatment. “Even on followers who did not show symptoms, we conducted screening and confirmed early cases early on,” Kim said. “I think that was effective.”
- “When you look at the age and the distribution of confirmed cases in Shincheonji you see high portion of those in the 20s and 30s,” said Kim. “Therefore, the fatality rate in this cohort is low.”

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**K-Health lève $48m** pour continuer à développer son “symptom-checker” ([Venture Beat](https://venturebeat.com/2020/02/27/k-health-raises-45-million-to-apply-ai-to-telemedicine/)). 




# Les publications d’Alan et sur Alan  💚
Dans le contexte de propagation du Covid-19, nous publions cette semaine: 
- [La prévention du coronavirus en entreprise](https://blog.alan.com/sante/prevention-coronavirus-entreprise). 
- [Le test de dépistage du COVID-19](https://blog.alan.com/sante/le-test-de-depistage-du-coronavirus). 

Vous pouvez aussi lire sur notre blog sur [le télétravail et l’équilibre avec sa vie personnelle](https://blog.alan.com/bien-etre-au-travail/teletravail-preserver-vie-personnelle).

Nous avions publié la semaine dernière l’article [Coronavirus: tout ce qu’il faut savoir](https://blog.alan.com/sante/coronavirus-ce-qu-il-faut-savoir). 

# Livres 📚

Lire ou relire [Remote](https://www.amazon.fr/Remote-Required-David-Heinemeier-Hansson-ebook/dp/B00CZ7OC46/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=&sr=) de Jason Fried & David Heinemeier Hansson dans cette période de télétravail ! Beaucoup de bons conseils. 


Merci à tous et une excellente semaine.


Jean-Charles' Newsletters

Jean-Charles' newsletter: n°14

Jean-Charles' newsletter: n°13

Jean-Charles' newsletter: n°12

Jean-Charles’ newsletter: n°11