Technological acceleration and emerging uses impose new modes of development. This fundamentally changes the way a company like Orange innovates. But agility is not enough. It also requires an integrative R&D, involving both all actors...

No work without work tools. It is impossible to rethink and transform a business (its processes, its performance indicators, its methods, etc.) without rethinking and transforming its underlying tools. This duality, well-known in management sciences, becomes fundamental when, under the pressure created by big data, the focus of innovation gradually shifts from the products to the processes. However, the business line is powerless to conceive its own transformation via data. How do we get out of this trap?

Being the CEO of a large company facing digital disruption can seem like being a gambler at a roulette table. You know you need to place bets to win, but you have no idea where to put your chips. Of course, digital transformations aren’t games of chance. But they do require big and bold commitments in the midst of uncertainty to reinvent the business rather than just improve it. A successful digital transformation requires making trade-off decisions. Here’s how successful CEOs guide their business’s reinvention.