{"id":28418,"date":"2018-11-11T23:52:49","date_gmt":"2018-11-11T23:52:49","guid":{"rendered":"https:\/\/www.sisinternational.com\/?p=28418"},"modified":"2025-09-16T23:47:16","modified_gmt":"2025-09-17T03:47:16","slug":"conseil-en-strategie-de-disruption-numerique","status":"publish","type":"post","link":"https:\/\/www.sisinternational.com\/fr\/digital-disruption-strategy-consulting\/","title":{"rendered":"Conseil en strat\u00e9gie de rupture num\u00e9rique"},"content":{"rendered":"
\"\u00c9tudes<\/figure>\n\n\n\n

<\/p>\n\n\n\n

Digital technology is continuing to advance at a rapid pace, presenting opportunities and threat in equal measure to companies in almost every sector. <\/span><\/h2>\n\n\n\n

<\/p>\n\n\n\n

From advanced smartphones connecting everyone at every time, to Cloud Computing offering unprecedented processing power and data storage for low prices, there is no denying the power of digital technology. Still, many companies and many executives are in denial, thinking that somehow they are immune to these powerful disruptive forces. Make no mistake; no one is immune. All industries can fall prey to commoditization and obsolescence.  And no one is moving fast enough to outpace threats and take advantage of opportunities. <\/span><\/p>\n\n\n\n

La disruption est souvent d\u00e9finie comme \u00ab un changement de rentabilit\u00e9 relative d\u2019un mod\u00e8le \u00e9conomique \u00e0 un autre \u00bb. M\u00eame si, r\u00e9cemment, cette tendance a g\u00e9n\u00e9ralement \u00e9t\u00e9 motiv\u00e9e par la technologie et l\u2019innovation num\u00e9rique, ce n\u2019est pas toujours le cas.<\/span><\/p>\n\n\n\n

Perturbation num\u00e9rique dans la mobilit\u00e9 et les paiements<\/h2>\n\n\n\n

Prenons l\u2019exemple de l\u2019une des plus grandes r\u00e9ussites en mati\u00e8re de disruption de notre \u00e9poque : Uber. La technologie derri\u00e8re Uber n\u2019\u00e9tait pas perturbatrice en soi. Chaque \u00e9l\u00e9ment technologique permettant leur produit (paiements mobiles, GPS, etc.) existait d\u00e9j\u00e0. Ce qui a \u00e9t\u00e9 perturbateur chez Uber, c'est la fa\u00e7on dont ils ont exploit\u00e9 cette technologie dans un nouveau mod\u00e8le commercial qui a tir\u00e9 parti de la mont\u00e9e de l'\u00e9conomie des petits boulots. <\/span><\/p>\n\n\n\n

According to Bill Gates, we have a tendency to overestimate the amount of change that is possible on a 2 year time frame, and greatly underestimate the amount of change possible over a 10 year time frame. Successfully navigating disruption requires a balance. It requires a balance of short and long-term thinking, and a balance of reactive and proactive action. <\/span><\/p>\n\n\n\n

En mati\u00e8re de disruption num\u00e9rique, le succ\u00e8s engendre davantage de succ\u00e8s. <\/span><\/h2>\n\n\n\n

This success is characterized by Positive Feedback Loops, Zero Marginal Cost or significant Economies of Scale.\u00a0 Take social media as an example. The more users there are on a platform, the more revenue that platform can generate through advertising. Additionally, the more users there are on a platform, the more likely others are to join. <\/span><\/p>\n\n\n\n

Plus d'utilisateurs attirent plus d'utilisateurs, ce qui g\u00e9n\u00e8re plus de revenus. <\/span><\/h2>\n\n\n\n

This positive feedback loop can be seen in several industries, whether its social media networks, PC operating systems, smartphones, ride-sharing applications, and others.\u00a0 <\/span>Pour r\u00e9ussir, il faut atteindre une masse critique, un niveau de volume cl\u00e9.<\/span><\/p>\n\n\n\n

Parfois, la perturbation signifie supprimer les interm\u00e9diaires, mais pas toujours. <\/span><\/h2>\n\n\n\n

In some cases, cutting out the middleman doesn\u2019t work at all. For example, Massive Open Online Courses (MOOCs) weren\u2019t successful when they tried to cut out the \u201cmiddlemen\u201d of universities. However, companies like Coursera successfully partnered with the universities to provide a disruptive service in education. <\/span><\/p>\n\n\n\n

Examples of Digital Disruption are everywhere, in any industry you can think of, and everyone from New York City to Silicon Valley is talking about it. In a business context, the term has become so prolific since Clayton Christensen first introduced it in 1995 that many have complained that is has transformed from a revolutionary concept into an empty buzzword. While the word might have become a bit overused, the idea of disruption\u2014as well as the dual threat and opportunity it provides, is bigger today than ever. <\/span><\/p>\n\n\n\n

Revenez pour notre prochain article sur les perturbations, \u00ab\u00a0Strat\u00e9gie et leadership Lean dans la rupture num\u00e9rique.\u00a0\u00bb<\/a><\/span><\/strong><\/p>","protected":false},"excerpt":{"rendered":"

Digital technology is continuing to advance at a rapid pace, presenting opportunities and threat in equal measure to companies in almost every sector. From advanced smartphones connecting everyone at every time, to Cloud Computing offering unprecedented processing power and data storage for low prices, there is no denying the power of digital technology. Still, many … Lire plus<\/a><\/p>","protected":false},"author":1,"featured_media":64467,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[302],"tags":[],"class_list":["post-28418","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-thought-leadership","generate-columns","tablet-grid-50","mobile-grid-100","grid-parent","grid-50"],"_links":{"self":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/28418","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/comments?post=28418"}],"version-history":[{"count":3,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/28418\/revisions"}],"predecessor-version":[{"id":69352,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/posts\/28418\/revisions\/69352"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media\/64467"}],"wp:attachment":[{"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/media?parent=28418"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/categories?post=28418"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.sisinternational.com\/fr\/wp-json\/wp\/v2\/tags?post=28418"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}