Jean-Charles’ newsletter: n°11

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 !

Si vous aimez, vous pouvez vous inscrire, partager (par email ou le blogpost) ou encore me suivre sur Twitter.

Monde des technologies 📱

Longue interview de Steve Wozniak (co-fondateur d’Apple) sur son génie créatif (Lien). 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.


Bill Gates quitte le board de Microsoft (Time) pour se concentrer sur la philanthropie (et fait un travail très actif sur le COVID19).


Apple a réouvert 46 de ses magasins en Chine (Reuters) dans un signe d'amélioration de la situation.


Analyse intéressante de la guerre de pouvoir chez Twitter en ce moment (Scott Galloway) et comment la position de Jack Dorsey est loin d’être certaine.


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


La France donne une amende de plus d’1 Md€ à Apple pour anti-compétitivité (CNBC).


Construire une entreprise 🏯

Bill Gates a propos des partenariats, de choisir ses clients (difficile) et prendre des décisions stratégiques (Master of Scale) :

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.”


Snap a été nommé entreprise la plus innovante de l’année par Fast Company :

  • 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) :

  • 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.”

K-Health lève $48m pour continuer à développer son “symptom-checker” (Venture Beat).

Les publications d’Alan et sur Alan 💚

Dans le contexte de propagation du Covid-19, nous publions cette semaine:

Vous pouvez aussi lire sur notre blog sur le télétravail et l’équilibre avec sa vie personnelle.

Nous avions publié la semaine dernière l’article Coronavirus: tout ce qu’il faut savoir.

Livres 📚

Lire ou relire Remote de Jason Fried & David Heinemeier Hansson dans cette période de télétravail ! Beaucoup de bons conseils.

Merci à tous et une excellente semaine.

La crème des articles alan

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