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Facebook, Fujitsu, et maintenant Google, IBM et Samsung. Attirés par les talents scientifiques locaux et la prestigieuse école de mathématiques hexagonale, ces géants informatiques investissent tous dans des équipes de R&D françaises en intelligence artificielle. Tous ont choisi la région parisienne pour installer leur plateforme.

Premier à s'être lancé (dès 2015), Facebook a retenu Paris pour implanter l'un de ses quatre laboratoires de recherche fondamentale en IA (les trois autres étant situés à Menlo Park en Californie, à New York et à Montréal).

Last year saw what was perhaps the highest water mark for sense of urgency and desire for faster delivery on results when it came to digital transformation: Customers, internal and external both, are demanding much more these days, with the bar set by the customer experience leaders like Apple, Amazon, and Google. What's more, customers want their expectations to be delivered on far more rapidly that ever before.

All of this has put increasing pressure on IT and business leaders to scale up their ambitions this year while beginning to tackle the end game, or more accurately the end-of-the-beginning game: Truly reorganizing their traditional business models from the ground up into a more coherent and effective set of digital products and services that will grow faster than the traditional line of business. Now the urgency is to get there in the next year or two, before potential disruption by a startup or newly transformed competitor.

WebRTC is a combined IETF and W3C specification that is being rolled out as part of HTML5. In essence, WebRTC enables sending voice, video, and any other arbitrary data directly across browsers in real time. You write a bit of JavaScript code, add a few relay servers to be used when needed, and you’ve got yourself a video chat service.

- Flash is dying, and this is being accelerated by modern browsers limiting its use and availability, along with Adobe’s plan to reach Flash’s end-of-life by the end of 2020.
- MPEG-DASH and HLS implementations usually come with latency limitations. More often than not, a delay of 10 seconds or more is apparent with these streaming technologies.
- Live and interactive are becoming more and more important. We see it with Facebook Live, Microsoft Mixer, and other streaming services.
- Broadcasters are looking to share and mix their streams directly in the browser with no need to install anything.
- Growing video consumption is straining streaming servers and increasing the network costs of broadcasters.
- The introduction of H.264 as a mandatory-to-implement codec in WebRTC and its availability across all modern browsers makes WebRTC easier to use for existing streaming services.

Successful digital transformations are underpinned by a strong digital culture, which is a huge enabler of change. But, for most organisations, cultural change is still the largest barrier faced for successful transformation and the most difficult to overcome.

Forrester’s digital maturity model identifies three levels of maturity, each with common practices and each building on the last, to help digital business leaders accelerate digital maturity. Forrester has developed a trilogy of reports on cultural transformation aligning to these levels of maturity – beginner, intermediate and advance – detailing different cultural practices within each.
All of this has put increasing pressure on IT and business leaders to scale up their ambitions this year while beginning to tackle the end game, or more accurately the end-of-the-beginning game: Truly reorganizing their traditional business models from the ground up into a more coherent and effective set of digital products and services that will grow faster than the traditional line of business. Now the urgency is to get there in the next year or two, before potential disruption by a startup or newly transformed competitor.

To get breakthrough results fast, while inspiring and engaging employees, leaders should adopt agile approaches—for example, mapping customer pain points, establishing cross-functional teams, and establishing new ways of working, such as two-week “sprints,” obstacle boards, and minimum viable products. At the same time, they must leverage digital technologies to improve the customer experience and simplify workflows.
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Reinventing for the future can entail a wide range of initiatives to transform, including boosting growth, launching a new business model, revamping commercial processes or operations, building digital capabilities and ventures, and transforming critical processes, such as R&D, and internal support functions, such as IT and HR.

Technology is driving the digital imperative. But that doesn’t mean there are turnkey technical solutions. Winning at digital transformation requires strategic thinking and deep insight into business fundamentals and the dynamics of competitive advantage.

How companies craft a strategy in the digital age also needs to change. The economics of digital transformation are rapidly evolving, enabling new moves and transforming entire industries.

Digital technology, despite its seeming ubiquity, has only begun to penetrate industries. As it continues its advance, the implications for revenues, profits, and opportunities will be dramatic.

McKinsey reseach shows that ...
Distribution channels and marketing are the primary focus of digital strategies (and thus investments) at 49 percent of companies. That focus is sensible, given the extraordinary impact digitization has already had on customer interactions and the power of digital tools to target marketing investments precisely. By now, in fact, this critical dimension has become “table stakes” for staying in the game. Standing pat is not an option.

The question, it seems, looking at exhibits 4 and 5 in combination, is whether companies are overlooking emerging opportunities, such as those in supply chains, that are likely to have a major influence on future revenues and profits. That may call for resource reallocation. In general, companies that strategically shift resources create more value and deliver higher returns to shareholders. This general finding could be even more true as digitization progresses.

Dans le cas d'un film tourné en 24 images par seconde, un vingt-quatrième de seconde correspond approximativement à 0.041666. Le nombre de chiffres derrière la virgule est infini, et les ingénieurs sont forcés d'arrondir le résultat à 0.04167.

C'est là que le flick prend tout son sens: un vingt-quatrième de seconde correspond exactement à 29.400.000 flicks. Un flick est divisible par toutes les fréquences les plus courantes dans le milieu de l'audiovisuel: 60, 44.1, 90, ou encore 120.

Raisonner en flick et non plus en secondes permet donc aux ingénieurs d'obtenir des chiffres ronds lorsqu'ils divisent l'unité de temps. Il devient possible d'isoler parfaitement chaque image fixe et chaque échantillon de son. L'image, le son et les animations peuvent alors être synchronisés avec une précision millimétrée, bien qu'ils défilent à des vitesses différentes.

Les informations nécessaires à l'utilisation de flick ont été publiées en Open Source par Facebook sur le site GitHub.

Announcing the launch of Alexa for Business at AWS re:Invent in Las Vegas on Thursday, Amazon CTO Werner Vogels described a future where technology and digital access is defined by human centricity, and said it starts with voice, the most natural way of interacting.

The CTO described a future that isn't as distant as it once was, where surgeons can talk to equipment while performing surgery, or parents can "scream" at their devices while dealing with a busy schedule.

"What voice will do is allow you to have a normal, natural way of communicating," Vogels said. "We are talking, this isn't a Slack channel."

"Voice is the key disruption."

He said, however, that digital systems are being limited in their application to digital users and that it is up to organisations to make sure a human-centric approach is taken when developing new products for the end-user.

By Asha McLean | November 30, 2017
zdnet.com

Blockchain adoption According to Igor Illunin, head of IoT practice at DataArt, blockchain has the potential to transform organisation's ability to leverage their IoT’s assets. He said: "Blockchain technology carries the potential to take IoT's ability to help companies target consumers more efficiently to the next level. All systems of interconnected IoT devices can use blockchains to effectively and reliably organise, store and share streams of data. "This technology is expected to play an integral role in the multitude of industries that manage real-world objects moving across different geographies, thereby making
How companies craft a strategy in the digital age also needs to change. The economics of digital transformation are rapidly evolving, enabling new moves and transforming entire industries.

The future is the tangle of IOTA  -  here we have achieved a breakthrough. The tangle will disrupt everything in the real world, but also in the crypto sector.