On last Tuesday I attended the Digitalising Manufacturing Conference in Coventry and enjoyed it very much, because not in vain I devoted the first 15 exciting years of my career to what is now called Industry 4.0. In his closing speech, Ken Young, CTO of the MTC, focused on people.

Last July 3^rd we launched a consultation to users in order to improve the Antara Mussol kernel. The new algorithm developed for mussol follows the preferences of the majority of users who participated in the survey, and it has been published after a testing phase.

As a candidate for "northern adoption", I try to look Londoners in the face and say good morning. Joking aside, I have had the opportunity over the past two months to interview people in the North and the South of the United Kingdom.

"This present used to be the unimaginable future" (Stewart Brand)

If your organization has a vocation for long-term survival or is a corporate group that must cope with impact investments also in the long term, we will deal here with a problem which interests us: Minimizing uncertainty about the future.

When in a work session with a client I refer to "company analysts", there are usually some raised eyebrows and people look as though they’re thinking "we don't have any here"...

Two seemingly contradictory indicators have emerged in a past survey of the GIA on global trends in Competitive Intelligence. They will attract the attention of every professional in a Management position:

• Intelligence teams have been reduced by 7% in two years.
• Internal intelligence networks have grown by 15% over the same period!

How do we interpret these figures? Have we increased or decreased resources devoted to intelligence in the corporate world?