Benoît Marie remporte la Mini-Transat sur son proto Finot 2007, 2h55 avant Giancarlo Pedote qui, avec l’ex-Magnum de David Raison a dominé les 9/10èmes de ce sprint de 3 700 milles entre Sada et pointe-à-Pitre.
Belle photo de Jacques Vapillon.
Un flux Twitter de qualité est probablement, aujourd’hui, la meilleure source d’information sur les sujets qui comptent pour vous.
Chaque flux Twitter est unique et vous construirez le vôtre au fil de vos rencontres. Elles seront souvent fortuites (c’est la fameuse « sérendipité »), ce qui n’exclut pas une certaine organisation dans la gestion des fils Twitters auxquels vous vous abonnerez.
Ces quelques règles de base devraient vous permettre de bien démarrer.
Suivez d’abord des référents dans votre spécialité
Utilisez le moteur de recherche pour vérifier si vos connaissances ont un compte Twitter.
Recherchez les sociétés savantes du domaine et regardez qui elles suivent.
Construisez votre réseau par « sérendipité organisée »
Suivez les personnes que ces référents mentionnent ou dont ils retwittent les messages et faites croître votre réseau par itération de cette règle.
Suivre quelqu’un entraine un « coût d’attention », pesez vos décisions de suivi
La magie de Twitter opère (émerge) quand on suit au moins 50 personnes… mais il faut à tout prix favoriser la qualité à la quantité.
Lorsque vous voyez passer un message intéressant, jetez un coup d’œil aux 10 ou 20 derniers messages de son auteur avant prendre la décision de le suivre.
Ne tenez alors pas compte des « messages personnels » qui commencent par @ ; vous ne les verriez passer dans votre flux que si vous suiviez à la fois l’auteur et le destinataire.
N’hésitez pas à cesser de suivre quelqu’un dont les Tweets ne correspondent pas/plus à votre attente
Suivre quelqu’un n’est pas définitif. Ne soyez pas sélectif uniquement lors de vos décisions de suivi ; si vous réalisez qu’une des personnes que vous suivez émet des messages sans intérêt pour vous, cessez de les suivre.
Utilisez Twitter pour partager ce que vous apprenez
Vous pouvez utiliser Twitter comme un média classique, sans écrire vous-même de message. Mais vous pouvez également participer, tout d’abord en re-twittant les messages qui vous intéressent (ce qui permet, par ailleurs, de les mettre de côté), puis en publiant ce que vous apprenez – les éventuelles réponses ne peuvent être qu’enrichissantes… ne serait-ce que pour découvrir des gens qui ont les mêmes points d’intérêt.
Utilisez Twitter pour des échanges courts, mais utilisez le mail pour les véritables conversations
La fonction « répondre » permet d’engager un échange, mais la contrainte des 140 caractères limite l’expressivité à un remerciement, une question d’éclaircissement ou à la proposition d’un lien vers un article complémentaire.
Pour les conversations étoffées, utilisez d’autres outils, comme le mail, les forums de discussion…
La fonction d’envoi de message direct (privé) permet, par exemple, de demander son mail à un correspondant.
Au moment où notre monde est appelé à conduire une véritable métamorphose, qu’il doit conduire une vaste transition dont dépend, pour dire les choses crûment, notre survie ; au moment où les systèmes conceptuels et institutionnels hérités du passé se révèlent inadaptés à gérer les nouvelles inter-dépendances ; où l’empire des systèmes techniques sur les sociétés exige de nouveaux modes de régulation ; où chacun clame la nécessité d’un nouveau modèle de développement sans en tracer les lignes directrices [...] nous avons besoin de praticiens désireux, à un moment de leur vie, d’interroger leur pratique et d’oser explorer des voies nouvelles [...] Armez vous de courage et d’audace. Vous ferez peut-être grincer les dents des collègues dans un premier temps, mais n’est-ce pas le sort usuellement réservé aux défricheurs ?
Pierre Calame et Edgar Morin, Le Monde du 21/11/2013
So many inspiring blog posts end up with a list of these five things you should to do everyday to be a better person, or sometimes simply to be just better at this or that.
Maybe it is simply inspirational and should not be considered as genuine mentor advice. Nevertheless, I will pretend this is to be obeyed strictly matter-of-factly and make a list of such lists.
The foreseeable next step of the "5 Apples a Day Project" will be to sort out a list of the five things you must do each day just to manage you 100 plus lists of the five things to get done every day! Contribution expected…
The honor of being the first list in the coming row goes to @DionneLew for her article by the name "Why Positive Thinking Depletes Your Sales Performance (And 5 Ways to Get it Back)"
- Give yourself permission to have all your thoughts.
- Actively think through what could go right and wrong.
- Find a constructive way to bring doubt to the table.
- Dedicate two minutes a day to writing down what you are grateful for.
- And yes, do one kind deed each day.
To be continued…
Une bien belle initiative que ce Calendrier MEDemoiselles, produit par les étudiantes en médecine de 2e année de l’Université de Sherbrooke.
Devant l’émoi suscité au sein de la Belle Province, ces demoiselles ont tenu à préciser que :
Ce calendrier séduisant est une tradition de longue date au sein des étudiants en médecine. Il est réalisé dans le but de financer les activités de la promotion, notamment le bal des finissants. Cette année, les étudiantes ont décidé de verser 25% de leurs profits à l’Association de la sclérose en plaques de l’Estrie (ASPE). Pour la première fois, le Calendrier MEDemoiselles sera non seulement disponible en vente intra-facultaire, mais aussi via internet avec option de livraison pour tous ceux qui souhaiteront supporter ce projet.
Nous tenons à mentionner que toutes les filles participant au projet se sont engagées de façon volontaire et que toutes celles désirant y participer ont eu une place au sein du Calendrier MEDemoiselles. Aucune "sélection" n’a été faite : Pour nous, la vraie beauté réside dans la diversité et dans l’authenticité de chacune, une valeur qui représente fortement l’esprit du projet. De plus, ce calendrier vise en partie à amasser des fonds pour une noble cause (ASPE). Les photos sont donc artistiques, recherchées et élégantes, sans connotation vulgaire.
"We live in an age when machines can learn. Can government?" concludes a great paper by Businessweek.
My favorite excerpts:
The saga of healthcare.gov has been a symphony of government inefficiency. The effort, directly overseen by the IT department of the Centers for Medicare and Medicaid Services, involved no fewer than 55 contractors. The process was thick with lawyers and political interference. In violation of current best practices in the software world, the code was kept almost entirely secret; other engineers weren’t able to point out its flaws, and it wasn’t tested rigorously enough. The Obama administration has been assailed for not calling in Silicon Valley’s top minds to collaborate, but that misses the fundamental problem: The best coders in the Valley would’ve never agreed to work under such deadening, unpleasant conditions.
For all its deficiencies, healthcare.gov isn’t the worst disaster a government has experienced on a major IT project. That distinction belongs to the U.K.’s endeavor to create an electronic medical records system for its National Health Service. The effort, which began in 2002, tore through about $10 billion before the government admitted it simply couldn’t be salvaged. In an editorial at the time, the liberal Guardian newspaper declared, "The government is an inept purchaser of private services: indecisive, ponderous, overambitious, and wasteful. Mass centralisation does not reduce costs, but it kills flexibility."
The British learned from their mistakes. The disaster empowered Francis Maude, the minister for the cabinet office, to bring in technologist Mike Bracken to overhaul how the British government did IT. Today, gov.uk is something of a wonder. It’s a single, centralized portal to pretty much everything the British government might be able to do for you. It’s designed for users. It’s nominated for awards. With the deep admiration of Silicon Valley boosters, Bracken is working to change everything about the way the British government builds technology. His keynote speech at the October Code for America conference received a standing ovation.
"This is a hard problem for government," Bracken says, "because it’s not really a technology problem. It’s a self-image problem. Government constructs its self-image in terms of size. It thinks of itself as huge and big. I’ve been in D.C. and seen your buildings. They’re very big! The harsh truth for governments all over the world is that many digital public services could be developed at a fraction of the size of nondigital services, and they can be created by very small teams of people in an open way."
To start, the president could study the example of how the British government used the initial failure of its electronic medical records system as a catalyst for broader change. But he doesn’t even have to look that far. The Affordable Care Act, after all, isn’t the only product his administration has launched. The Consumer Financial Protection Bureau (CFPB), created by the Dodd-Frank financial reform act of 2010, has won wide plaudits for its remarkable, user-friendly deployment of technology. Merici Vinton, who recruited most of the original technology and digital team and oversaw the creation of consumerfinance.gov—her agency’s version of healthcare.gov—outlined three principles for making technology work in government:
- Never build a website that’s too big to fail; instead, start small.
- Do open-source when possible, preferably always.
- Have in-house strategy, design, and tech.
Five key elements are required to achieve change: vision, skills, incentives, resources, and an action plan.
- The vision, central to the direction and goal-setting, provides the launch pad for action and the parameters for problem solving.
- Skills must be built to realize the vision.
- Incentives help to motivate the workforce to acquire and maintain new skills, to aid adoption, momentum and motivation.
- Adequate resources allow the vision to be achieved.
- The action plan runs as a consistent guiding foundation throughout the process of change.
If any of the steps are missing, something will go wrong… according to the chart:
Reference for the framework is Knoster, T., Villa, R., & Thousand, J. (2000). A framework for thinking about systems change. In R. Villa & J. Thousand (Eds.), Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co.
At first, let’s consider this video about wealth inequality in America:
You may think that, after all, it is (rather) well known that people usually imagine normal (or Gaussian) distributions because such distributions are “sort of” natural. No surprise that they imagine both the ideal wealth distribution and the distribution they think is actual as something like a Gaussian curve.
We also know that the distribution laws used to describe the allocation of wealth among individuals, among which the famous Pareto distribution, are Power Laws, not Normal Laws. Normal laws are models of ordered hazard while power laws describe a “wild hazard”… and it seems that wealth distribution never belonged to the category people estimate.
Ok, let’s assume that wealth distribution belongs to the “wild hazard” category. Maybe this can be explained by the fact that our economies need investments and that innovation will only create jobs if somebody can put his own cash at risk. Accordingly, super-richs would be needed so that others can get a job.
Our hypothesis here would be that a wild distribution of wealth could be correlated to some economical sanity.
In a blog post by the title "The Great Decoupling of the US Economy", Andrew McAfee states that "the things that workers care about – jobs and wages – become decoupled from the the other things that economy-watchers care about". As demonstrated by a graph showing that GDP and Labour Productivity recently became uncorrelated from Employment and Median Household Income.
This chart is a sign that something new is at stake, and that the "economic sanity hypothesis" may have been valid but is probably no longer so. In this video, Clayton Christensen provides an insightful explanation of what probably caused the decoupling: the virtuous innovation cycle that drove the development of our industrial society has been interrupted because financial institution discovered that they can maximize profits using a short loop.
As Clayton Christensen describes it, it looks like a curse. But it also may be the sign that the industrial age paradigm, in which money fueled innovation, must be replaced by something new.
Of course, we can think of Jeremy Rifkin’s Third Industrial Revolution, but Rifkin’s starting hypothesis is that industrial revolutions always ignite with the shift to a new energy regime. Hence, the first of his "Five Pillars" reads shifting to renewable energy.
In my opinion, the Third Industrial Revolution must first be an information revolution before any energy regime revolution can occur. I strongly agree with Simon Phipps, who recently lead track called "Meshed Society and Freedom to Innovate" during last Open World Forum in Paris that the freedom to innovate in the modern, meshed society is being threatened by the legacy tools that regulated the control-point society inherited from industrial ages.
Freedom to innovate should now be the major priority. Allowing our meshed society to break current innovation short loop (by example to shift to a grid of renewable energy à la Rifkin) fully relies on breaking well established control points.
I was upset that the conclusion of Open World Forum’s track was mainly about asking governments or regions to pass new laws. In my opinion, the current political organization is inherited form the "horses ages" (when people had to elect a literate among them to represent others in a capital that was many days away by horse). In current electron age, where a meshed society can be born from the wisdom of crowds, the tenants of traditional (highly indirect) democracies hardly belong to the solution frame and are probably deeply rooted in the problem frame. Regions, governments or national assemblies may be the proper vector to help disseminate Libre Office but certainly not to allow a meshed society organize their obsolescence!
In her paper titled "Leverage Points Places to Intervene in a System", Donella Meadows orders places to intervene in a system. She states that the rules of the system is in 4th place, while the distribution of power over the rules of the system is in 3rd place, behind the goals of the system (2nd) and, first and most efficient "leverage point", the mindset or paradigm out of which the system arises.
As a conclusion, and using Donella Meadows’ leverage points in the proper order, I would say that it is now time to grow among our fellow world citizen the awareness that we can, and even should, adopt a new mindset. Cycling from the start of this post, I would also consider the second leverage point and question whether the goals of any system should be limited to make riches richer!
Ces bateaux sont magnifiques, mais il suffit d’une risée traitresse pour faire chavirer deux marins particulièrement expérimentés.
Il y a un peu plus d’un an, Franck Cammas remportait la Volvo Race. Puis il est devenu champion de France de Match Racing et a remporté cet été le Tour de France à la Voile.
Aujourd’hui, équipé par Louis Viat, il vient d’accrocher à son palmarès le championnat du monde de Class C, également surnommée « Petite coupe de l’America ».
À quand la grande ?
Congratulations to the first-ever French #LittleCup Champions, Franck Cammas and Louis Viat and @GroupamaCammas Team!
The map, from Gizmodo, uses 1 grid square to represent 1 million people. You can see how the map tries to stay true to a country’s original shape.
Some giant countries like Canada, Russia and Australia become tiny strips and dots while other giant countries like China and India predictably inflate and take over the map. Iceland and Belize didn’t even have enough people to show up.
In this rare image taken on July 19, 2013, the wide-angle camera on NASA’s Cassini spacecraft has captured Saturn’s rings and our planet Earth and its moon in the same frame.
It is only one footprint in a mosaic of 33 footprints covering the entire Saturn ring system (including Saturn itself). At each footprint, images were taken in different spectral filters for a total of 323 images: some were taken for scientific purposes and some to produce a natural color mosaic. This is the only wide-angle footprint that has the Earth-moon system in it.
The dark side of Saturn, its bright limb, the main rings, the F ring, and the G and E rings are clearly seen; the limb of Saturn and the F ring are overexposed. The “breaks” in the brightness of Saturn’s limb are due to the shadows of the rings on the globe of Saturn, preventing sunlight from shining through the atmosphere in those regions. The E and G rings have been brightened for better visibility.
Earth, which is 898 million miles (1.44 billion kilometers) away in this image, appears as a blue dot at center right; the moon can be seen as a fainter protrusion off its right side. An arrow indicates their location in the annotated version. (The two are clearly seen as separate objects in the accompanying narrow angle frame: PIA14949.) The other bright dots nearby are stars. This is only the third time ever that Earth has been imaged from the outer solar system. The acquisition of this image, along with the accompanying composite narrow- and wide-angle image of Earth and the moon and the full mosaic from which both are taken, marked the first time that inhabitants of Earth knew in advance that their planet was being imaged. That opportunity allowed people around the world to join together in social events to celebrate the occasion.
This view looks toward the unilluminated side of the rings from about 20 degrees below the ring plane. Images taken using red, green and blue spectral filters were combined to create this natural color view. The images were obtained with the Cassini spacecraft wide-angle camera on July 19, 2013 at a distance of approximately 753,000 miles (1.212 million kilometers) from Saturn, and approximately 898.414 million miles (1.445858 billion kilometers) from Earth. Image scale on Saturn is 43 miles (69 kilometers) per pixel; image scale on the Earth is 53,820 miles (86,620 kilometers) per pixel. The illuminated areas of neither Earth nor the Moon are resolved here. Consequently, the size of each “dot” is the same size that a point of light of comparable brightness would have in the wide-angle camera.
The Cassini-Huygens mission is a cooperative project of NASA, the European Space Agency and the Italian Space Agency. The Jet Propulsion Laboratory, a division of the California Institute of Technology in Pasadena, manages the mission for NASA’s Science Mission Directorate, Washington, D.C. The Cassini orbiter and its two onboard cameras were designed, developed and assembled at JPL. The imaging operations center is based at the Space Science Institute in Boulder, Colo.
For more information about the Cassini-Huygens mission visit http://www.nasa.gov/cassini and http://saturn.jpl.nasa.gov or European Space Agency’s site at http://www.esa.int/Our_Activities/Space_Science/Cassini-Huygens.
Image Credit: NASA/JPL-Caltech/Space Science Institute
It would be a pity to restrain the scope of such inspiring work to the narrow scope of brand management… I picked up the best
Create The Wave By Riding It First
When most laypeople (like myself) speak about surfing, they focus on "catching the wave." Based on my one surfing lesson and viewing the classic Patrick Swayze film Point Break, though, my understanding is that this not exactly correct. It may be more accurate to say that successful surfers don’t really catch waves, they catch swells. The fact is, by the time the wave forms it is too late to catch it and get a high quality ride. Real surfers sit out in the water, studying lumps on the horizon. The biggest lumps can build into swells which then become waves.
If you miss the swell, you will miss the opportunity to build momentum and ride the surge into the wave. Even if you catch the surge, you still have to know where the wave will break. Paddle through the break and the wave will crash on top of you.
I think this is a pretty good metaphor for trends. In order to successfully leverage a trend you have to get ahead of it – but not too far ahead of it Wait too long and it will pass you by. Of course, the ones who are most successful in leveraging trends (as well as the ones who are most successful in surfing waves) are the ones who can see them coming, build their momentum, and catch them at just the right time.
Risk-Free? Good Luck With That.
I think that, all too often, people have the wrong attitude when it comes to risk. Risk is not something that can be (or even should be) eliminated. The old cliche "no risk, no reward" is a cliche because it is true. Clearly, whenever we are trying to break new ground, do something new, connect with customers or consumers in a way that has never been done, there is going to be risk. Even if we have been super successful every time before, there is still risk. Just ask Jerry Bruckheimer and Johnny Depp about The Lone Ranger.
If you try to eliminate risk, though, you will undoubtedly be unsuccessful and will go crazy trying. We just cannot control all the elements at play. What we can do, though, is mitigate risk. We can identify, understand, and manage risk. We can hedge risk.
The World Is Change. Everything Else Is Insane Illusion.
Let’s face it, most people don’t like change. Not only don’t they like it, but they also don’t handle it very well.
During a recent conversation, my daughter crowned an argument by reciting a popular saying.
"The definition of insanity is doing the same thing over and over and expecting different results."
"Perhaps," I replied.
"But isn’t it also insane to do the same thing over and over and expect the same results?"
The Core Is Where The Happiness Is
These days it seems all the cool kids are focused on expanding their businesses into new markets. Which, in and of itself, is not a bad thing. As long as you recognize that this is a risky endeavor that, while generating some high profile successes, very often ends in agonizing losses – both in the expansion AND in the original core business. The problems usually begin when the new is pursued at the expense of the core…
You see, the real (and un-sexy) truth is that virtually all top-performing companies achieve their superior results through the more profitable and less risky path of growing their existing position in their core business. Research has proven that it is 5 times cheaper to keep a current customer than acquire a new one!
While, on the surface, this argument seems pretty straightforward, the reality is that in many organizations making the case for growing the core is actually far harder than the sexier approach of going after new targets and markets.
We all spend so much time and effort trying to be organized. Structure, for many people (and organizations) is a coping mechanism that helps us deal with chaos and complexity in terms we understand. In fact, we often avoid chaos and uncertainty like the plague. Unfortunately, history has proven over and over that our biggest opportunities for creating, for innovating, for changing the paradigm, have all come from that which scares us the most – chaos.
Creativity is something you either have or you don’t, right? WRONG! Here’s the dirty secret the "creatives" don’t want us to know – with very purposeful practice, anyone can set themselves up for creative brilliance.
Great picture from Time.
July 9, 2013. A child is seen near members of the Muslim community attending midday prayers at Strasbourg Grand Mosque in Strasbourg, France on the first day of Ramadan.
What if the Italians had colonized America instead of the British: