Innover et réussir  dans un monde  en perpétuel changement

INNOVER ET RÉUSSIR   DANS UN MONDE EN PERPÉTUEL CHANGEMENT
ENAP — ESG UQAM PRATIQUE DU COMMERCE INTERNATIONAL ÉTÉ 2021 JEAN-MARC DE JONGHE VP STRATÉGIES ET PRODUITS NUMÉRIQUES   LA PRESSE

@madmac 2 Présentation d’aujourd'hui PDF

@madmac 3 • Médias — 1995 • La Presse —
2003 • VP Stratégie & Produits — 2010 • Dirige la transformation au tout numérique de La Presse, amenant à création de La Presse+ et de nos Apps Mobile Jean-Marc De Jonghe VP Stratégies et produits numériques

@madmac 4 Aujourd’hui 26 aout 2021 Notre agenda e. Conclusion
5 mins d. Vos questions 15 mins c. Messages clés 40 mins b. Pourquoi cette prez? 5 mins a. Contexte 10 mins

@madmac 5 # Contexte

@madmac 6

@madmac 7 1997-2007: Nous sommes invincibles! Maîtrise de la fabrication
Meilleurs talents Contrôle de la distribution   de notre produit Une marque reconnue   + Locale + Réputation et con fi ance

@madmac 8 Personne ne peut nous concurrencer Surement pas ces
clowns à 4000 km de Montréal!

@madmac 9 2003

@madmac 10

@madmac 11 Le grand dém em brem ent   disruption

@madmac 12 Disruption = le grand démembrement Petites annonces Emplois
Nécrologie Télé-horaire Horaire Cinémas Encarts/coupons Immobilier Avis légaux Grandes annonces (notoriété)

@madmac 13 Petites annonces Emplois Nécrologie Télé-horaire Horaire Cinémas Encarts/coupons
Immobilier Avis légaux Grandes annonces (notoriété) Disruption = le grand démembrement

@madmac 15 🚀 On est peut-être pas éternels après tout!
🏄 😬 Moi Notre entreprise invincible

@madmac 16 2010

CRÉATION DE NOUVEAUX   PRODUITS INNOVANTS et transformation complète d’une
entreprise App Mobile 2019 Nouveau site web 2020 La Presse+ 2013

@madmac 18 2010-2021 « Mobile first » workflow & automatisation
100% dans le cloud 2019-2021 Workflow hybride 2015-2018 « Digital Storytelling » 2010-2015 Derrière les rideaux

@madmac Appareils uniques mensuels (MAU) Appareils Uniques (K) 200 350
500 650 800 Lancement de notre nouvelle App Mobile 769 595 Grâce à nos investissements dans le cloud production 100% à partir de la maison 19 Nouvelle App Mobile — Utilisateurs mensuels 2019 2020

20 Lectorat quotidien 2000 2010 2020 0 200 000 400
000 600 000 800 000 1 000 000 1 200 000 350 * Newsprint base on weekly average — 2000 ** 2010 Comscore / 2020 Web engagés (min. 12x/mois) Un modèle 100% numérique qui fonctionne

@madmac 21 4,6 ★★★★★ 70k avis No 6 - Actualités
— iPhone Canada 365k/jour 750k/mois 4,5 ★★★★★ 40k avis No 1 - Actualités — iPad Canada 290k/jour 500k/mois Des produits utilisés et aimés

Revenus publicitaires par plateforme 2017* 2018 2019 2020 2021** La
Presse+ Web App Mobile * Dernière édition imprimée 30 décembre 2017 ** Projetés / annualisés avec revenus des 5 premiers mois App Mobile   4.5x les revenus   publicitaires de 2017   +350% Et 1.5x le lectorat   +50% Lancement de la nouvelle   App Mobile Innovation constante Publicités écosystème Vidéo publicitaire   La Presse+ Connaissance Audience Fin impression

D’UNE DISRUPTION   À UNE AUTRE Nous/Moi Le marché Disruptions

@madmac 24 ?Pourquoi   cette presentation ?

@madmac 25 Pour vous

@madmac 26 Sorry — not sorry DUH! Cette présentation is
in frenglish!

@madmac 27 Ce que tout   le monde croit La
vérité Notre succès

@madmac 28 Technologies? Humains? 💃🕺 Clés du succès? 80% 20%

@madmac 29 La Presse — 750 boul St-Laurent   1955-2003
Building the known Innovate / inventing the future Complicated world Complex world My journey La Presse — 750 boul St-Laurent   Today There is a perfect   and repeatable recipe There is no recipe

@madmac 30 There is a perfect   and repeatable recipe
There is no recipe Building the known Innovate / inventing the future Complicated world Complex world The old The new Your journey: fix the world!

@madmac 31 Attention! 📻 Radio transistor Apprendre à innover,  
à se transformer,   continuellement Transformation   numérique

@madmac 32 Traditional Doing innovation once It’s a long journey
Being innovative Quite Easy Really Hard

@madmac 33 1 2 Aujourd’hui 26 aout 2021 D E
U X T R U C S Q U E J E V E U X P A R T A G E R À V O U S — L E A D E R S D E D E M A I N

@madmac How do you build and lead creative teams? 1

@madmac Leadership in this new world 2

@madmac 36 *Messages clés

@madmac 37 Pace of change is accelerating

@madmac 38 1963 1982 1978 2006 2007 2015 2010 1996
2000 1984*

@madmac 39 1963 2015

@madmac 40 Change is now truly a constant process, not
an event!

@madmac 41 « Disruptive innovation is a breakthrough innovation, as
opposed to incremental innovation, which merely optimizes the existing» Source: Jean-Marie Dru, 15 approches disruptives de l’innovation" (Ed. Pearson) Disruption ?

@madmac 42 How to assess disruptive technologies Source: https://jamesallworth.medium.com/intels-disruption-is-now-complete-d4fa771f0f2c TIME
PERFORMANCE Incremental innovation Breakthrough innovation Current performance of potentially disruptive technology Performance improvement required by mainstream market

PERFORMANCE Incremental innovation Breakthrough innovation Always look like   a step backward!

@madmac 44 How to assess disruptive technologies Source: https://anitasmuran.medium.com/pc-life-after-apple-silicon-valley-218db75daf6e

@madmac 45

@madmac 46

@madmac 47 smartphones Disruption = Rupture Real mobile web  
& app store GSM & CDMA   2G Edge, 3G, 4G, LTE, 5G GPS, geolocation Cloud computing & big data

@madmac 48 Disruption = Rupture

@madmac 50 Disruption = Rupture @madmac

@madmac 52 Chen San-yuan, 70, known as "Pokémon Grandpa," talks
on his cellphone as he plays the mobile game "Pokémon Go" by Nintendo on multiple devices mounted to his bicycle's handlebars, near his home in New Taipei City, Taiwan, on November 12, 2018. # Tyrone Siu / Reuters

@madmac 53 A Palestinian woman takes a picture of a
member of the Israeli security forces as he also takes her picture in a street in Jerusalem on December 16, 2017, as demonstrations continued to fl are in the Middle East and elsewhere over the U.S. president's declaration of Jerusalem as Israel's capital. # Ahmad Gharabli / AFP / Getty

@madmac 54 The live-streamer Qiao Xi, 21, uses her smartphone
at her agency studio Redu Media in Beijing on November 7, 2018 Nicolas Asfouri / AFP / Getty

@madmac 55 Five years from now, over one- third of
skills (35%) that are considered important in today’s workforce will have changed Source: World Economic Forum, Jan 2016 Disruption

@madmac 56 The career of your parents @madmac

@madmac 57 Your careers More changes Disruption @madmac

@madmac 58

@madmac « 71% of the recruiters labelled adaptability (i.e. the
ability to accommodate change) the most valuable skills for candidates’ careers in the coming year » 59 Adaptability 71% - Rebecca Wilson, Wed Jan 17th 2018 Recruitment International @madmac

@madmac 60 Most Valued Soft Skills Are Hard To Find
30 % 22 % 31 % 24 % 16 % 20 % 18 % 56 % 55 % 54 % 49 % 45 % 34 % 33 % Communication Collaborate Problem Solving Plan, prioritize, and   achieve their goals Customer focus Leadership Management Hardest to fi nd Most valued Source: Skills Revolution 2.0 - ManpowerGroup

@madmac 61 « We are in the midst of a
Skills Revolution. Technology is transforming organizations, skills needs are changing rapidly and we know companies cannot find the talent they need. People with in-demand skills   who can continually learn and adapt   will call the shots. » Source: Skills Revolution 2.0 - ManpowerGroup

@madmac 62 TIME CHANGES We are here

@madmac - P E T E R D R U
C K E R « The only skill that will be important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.. » 63 @madmac

@madmac 1 How do you build and lead creative teams?

@madmac 65 JE FABRIQUE UNE MAQUETTE   ET TENTE DE
CONVAINCRE MON CEO DE DÉVELOPPER   UNE APPLICATION POUR CE FUTUR APPAREIL Fin 2009 je prend un risque

@madmac 66 MAIS QU’EST-CE QUE J’AI FAIT?!? Début 2010 je
suis responsable du plus gros projet de ma vie !

@madmac 67 P r e s e n t C
u r v e D y i n g Tr a j e c t o r y P a t h s   t o t h e N e x t C u r v e Ti m e G r o w t h M i l k i n g   t h e c o w ( M a n y f i r m s ) T h r i v i n g VISIT THE BEGINNER'S VALLEY DON’T CHANGE,   STAY THE EXPERT AND BECOME OBSOLETE

@madmac 68 If you want to stay relevant, enjoy the
beginner’s valley LONG-TERM SUCCESS DEPENDS ON YOUR ABILITY TO LEARN NEW SKILLS

@madmac 69 Big problem #1 — The idea matrix O
L D P R O B L E M N E W P R O B L E M N E W S O L U T I O N O L D S O L U T I O N Too late   Disrupted Opportunity Opportunity Too early? Untested? Managing risk « The good idea matrix™ »   https://johntmeyer.medium.com/how-to-come-up-with-a-good-business-idea-b722 ff 7bb471

@madmac 70 Opportunity Too early? Untested? Managing risk Too late
  Disrupted Opportunity O L D P R O B L E M N E W P R O B L E M N E W S O L U T I O N O L D S O L U T I O N What we learn in school What the world   need you to do « The good idea matrix™ »   https://johntmeyer.medium.com/how-to-come-up-with-a-good-business-idea-b722 ff 7bb471 Big problem #1 — The idea matrix

@madmac 71 🐄 🐑 Laisser pisser les moutons L’expérience des
maugréants Deux de mes grandes leçons du passé L’impact du négatif   sur l’énergie d’une équipe Chacun a son rythme   On commence avec ceux qui sont prêts

@madmac 72 Mes coéquipiers pour l’aventure ? 🦕 🐄 🦅
🐎 🦒 🦍 🐝 🐅 🦇 🐘 🐇 🐛 🦆 🐌 Ceux qui préfèrent les solutions complètes, éprouvées et sans risques Ceux ouverts au changement   et à la nouveauté De tous horizons Di ff érents de moi

@madmac 73 It’s an attitude ! @madmac

@madmac Unicorns No thank you ! When recruiting or building
my team S K I L L S W I L L Soft Skills Hard Skills 74

@madmac With time   Relevant With time   Obsolete When
recruiting or building my team S K I L L S W I L L Soft Skills Hard Skills 75

@madmac 76 Learning is escalating an S-curve Mastery Time COMPETENCE
Beginner Con fi dence Comfort Master

@madmac 77 0 Con fi dence SET O F COMPETENCES
A To disrupt yourself… go ahead, jump ! Comfort zone SET O F COMPETENCES B 0 Con fi dence Scary zone

@madmac 78 The beginner’s valley 0 Con fi dence SET
O F COMPETENCES A SET O F COMPETENCES B To disrupt yourself… go ahead, jump ! Comfort zone 0 Con fi dence Scary zone As a leader make this zone safe for your team !

O F COMPETENCES A SET O F COMPETENCES B To disrupt yourself… go ahead, jump ! Comfort zone 0 Con fi dence Scary zone Always look like a step backward !

@madmac 80 The new mindset How could we test this
idea quickly? Fake Less fake, more real Real stu f

@madmac 81 Prototype Show Learn Desirability Viability Feasibility Start here
Learning through experiments Successful innovation   happens here!

@madmac 82 Idea Prototype Prototype Prototype Product 🙂 The illusion

@madmac 83 Idea Prototype Prototype Prototype Product Idea Idea Idea
Prototype Fake Less fake, more real Real stu f The real deal: Learning through experiments 🤩

@madmac 84 Learn to manage ideas pipeline Ti m e
C o n f i d e n c e Elevator pitch Smoke test Survey User Study or testing User Study or testing Concierge Test Working prototype Dog Food Early adopter Beta Launch Build -> Show -> Learn -> Iterate

@madmac Embrace uncertainty The Process of Design from a great
height. by Damien Newman 90% of the upstream work is to ensure that all options have been considered 85

@madmac 86 Creativity session Idea Idea Idea Idea Idea Idea
Idea Idea « Creativity Inc. »   Ed Catmulll, 2014 https://www.amazon.ca/-/fr/Ed-Catmull/dp/0307361179/ref=sr_1_1 1. Ideas are cheap, precious and fragile! 2. People are more important than ideas! 3. You are not your idea, and if you identify too closely with you ideas you will take o ff ense when they are challenged! 4. Remove power dynamics from the equation! Not John’s idea but the last session’s idea 5. Take ownership ou your work and goals instead

@madmac ― E D C AT M U L L
, C E O O F P I X A R 87 “If you give a good idea to a mediocre team, they will screw it up.  If you give a mediocre idea to a brilliant team, they will either fi x it or throw it away and come up with something better.”

@madmac 2 Leadership in this new world

@madmac 89 My “wake-up” moment

@madmac 90

@madmac 91 I was the master of « my »
domain   and knew all of our business process

@madmac 92 I was champion of « here is how
you should do it » Please! Not like this!

@madmac 93 Master Jedi of knowing all the solutions  
of our past problems Been there, done that!

@madmac 94 You know, the know-it-all wiki-boss I’m the boss
therefore I decide!

@madmac 95 I’m the boss therefore I decide = I’m
the bottleneck Big volume of decisions to make Delivered value Bottleneck

@madmac Not very useful if you want to innovate  
and solve new problems at scale 96 @madmac

@madmac 97 I had no choice but to learn to
disrupt myself!

@madmac 98 Is it my role to know everything? Not
at all! My personal « paradigm shift » ?

@madmac Big problem #2 — The new world is not
old world Predictable products   Predictable markets and customers Predictable business model Predictable means of production

@madmac Predictable products   Predictable markets and customers Predictable business
model Predictable means of production Long plan-and-execute projects Opinion/consensus-based decisions Production workers Control & process optimization Top down leadership Big problem #2 — The new world is not old world

@madmac Action and collaboration   toward the same goal 101
Context and goals (not tasks): why is it so important ? @madmac

@madmac 102 ACTIVATING   THE BRAINS   AROUND YOU The
ultimate skill

@madmac 103 What is my role as a leader ?
Solution Problem

@madmac 104 Wrong way: leaders designed the solution Solution Problem
Experts « Please create this solution for me… »

@madmac 105 @madmac

@madmac 106 Solution Solution Solution Solution Solution Solution Problem Experts
Experts Right way: leaders focused on the problem to solve

@madmac 107 Magic: When engineers understand the problem to solve

@madmac 109

@madmac 110 Before urging to fi nd a solution,  focus
on understanding (to its core ) What is the problem  you’re trying to solve?

@madmac - U N K N O W N «
A great solution to a wrong problem will always fail! » 111 https://www.nngroup.com/articles/the-myth-of-the-genius-designer/

@madmac Here is the problem  we are trying to solve…
112 Can you create  this solution for us…

@madmac 113 In the new world the leader   is
not the expert of the solution!

@madmac 114 Problem Solution Never fall in love with  
their own solution ❤ Fall in love with the problem they’re trying to solve for their clients Great business leaders

@madmac 115 Here is my new role now:   Provide
insight and understanding   to enable sound decisions Activating the brains around me

@madmac 116 Biggest difference ? Innovative  product/service built with control,
no context,  and a top down approach True innovative  product/service built with  context, data + insights,  and a bottom-up approach

@madmac 117 I put into action I decide the what!
I know the how! The innovative leader I bring clarity

@madmac 118 The new leadership 💪 🧠 💪💪 🧠 🧠
💪 🧠 Tasks Context,   clarity   & goals Known recipe/Complicated world Innovative/Complex world

@madmac 119 Innovative leader: from creator to curator Top-Down Leadership
Alignment,   clarity and   context leadership I decide I put into action Known recipe/Complicated world Innovative/Complex world

@madmac 120 Every member of the organisation Waiting   for
a task In   action   toward   the vision 💪 🧠 💪💪 🧠 🧠 💪 🧠 Known recipe/Complicated world Innovative/Complex world

@madmac 121 💪💪💪 🧠 🧠 🧠 It’s not my job!
Could this help us   achieve the vision? Facing changes or ambiguity Changes Changes Known recipe/Complicated world Innovative/Complex world

@madmac 122 Building a « solving new problems » machine
💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 My new role Building the machine That will build the machine Technical expertise Solution Tactics Culture True customer obsession Learning organisation Embrace external trends High-Velocity Decision Making Solving new problems ME THEM Vision Goals Selecting   & nurturing talents

Great   Innovative Leader Building   the machine That will build   the machine Technical expertise Solution Tactics Culture True customer obsession Learning organisation Embrace external trends High-Velocity Decision Making Solving new problems Strategies That will build the machine Technical expertise Solution Tactics Vision Goals Selecting   & nurturing talents

@madmac 124 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 Building a « solving
new problems » machine

@madmac 125 — T I M C O O K
, I N H I S P R E PA R E D O P E N I N G R E M A R K S F O R Q 4 2 0 2 0 R E S U LT S C A L L « When we fi rst began to grapple with COVID-19, I said there are worse things for a company whose business is innovation than having to periodically do just about everything in an entirely new way. This year we worked in a way that pushed us to re-imagine every part of our innovation process, down to how we share these announcements with the world, and how we get new products into our customer’s hands . Working from kitchen tables and bedrooms, in distanced of fi ce settings and reworked labs and manufacturing facilities,  the team rebuilt every part of the plane while it was midair.  And the results speak for themselves… . Innovation isn’t just about what you make—it’s about how you approach problems. And these teams, and every team across Apple, have not faced a single question this year that they haven’t found an answer to with passion and resolve. Their actions didn’t just meet the moment, they will make us  a better company moving forward »

@madmac 126 ? Vos questions

@madmac 127 !Conclusion

@madmac 128 My personal « paradigm shift » ? from
Learn-it-all Joe to Know-it-all Joe

@madmac 129 My personal « paradigm shift » ? It’s
about   my knowledge It’s about being great at learning Learn-it-all Joe to Know-it-all Joe Making the beginner’s valley a safe zone   for everyone I’m an expert   not a beginner Identify, protect and   put into action   their (best) ideas My ideas   are so much better

@madmac 130 They are the pros They are closer to
the problems They have great ideas They are in the best position   to fi nd the solutions I am in the best position   to be the curator Change of posture facing my teams @madmac

@madmac 131 My new role: identify, protect and   put
into action their (best) ideas Change of posture facing my teams @madmac

@madmac 132 Surviving in a VUCA world? « What VUCA
really means for you », Nathan Bennett and G. James Lemoine Harvard Business Review   https://hbr.org/2014/01/what-vuca-really-means-for-you Volatility Uncertainty Complexity Ambiguity Discomfort Engage Define Vision Provide Direction Set Priorities Guaranteed Cooperation Identify Risk Guaranteed Knowledge transfer Guaranteed Communication Vision & Visibility Understanding Clarity Agility Future will be 100% digital We’ll create meaningful news rituals Who do we want to be in this new world? Touch screens   Customer centric Design & UX Agility Research + ideas pipeline Build an internal software team Product development, roadmap Prototyping, testing, learning ICE — Impact, Confidence, Easily done Make it safe to take them Technology adoption curve > Print customers maybe laggards Building daily edition Size, data, bandwidth Advertisers? Business model? Why we do this? What success look like? What will happen to old biz? How to get involve? Attitude before aptitude What do we know? What we don’t know? What did we learn yet? What do we need to learn next? Provide ressources and safe environment   to experiment & learn fast Everybody is needed Small teams with problems to solve Collaboration tools, rituals, etc Make progress visible Celebrate milestones

@madmac People & Skills Change Leadership & Teams Organization Lessons
learned to inspire your journey 133 Pace of change is   accelerating 1 It’s a very   long journey 2 Visit the   beginner’s valley 4 Activating all the brains around you 5 A shared common   understanding 6 Will before skills 3 From vision to something real 7 Building an innovative organization 8

@madmac 134 Connect with me Jean-Marc De Jonghe @madmac ca.linkedin.com/in/dejonghe
speakerdeck.com/jdejongh

@madmac 135 Please give-me some feedbacks https://fr.surveymonkey.com/r/W9PXQ2Z

@madmac 136 8Lessons   to inspire   your journey

@madmac 137 1Pace of change is accelerating

@madmac 138 1963 1982 1978 2006 2007 2015 2010 1996
2000 1984*

@madmac 139 1963 2015

@madmac 141 120 years of Moore’s law Pace of change
is accelerating

@madmac 142 Change is now truly a constant process, not
an event!

@madmac 143 The career of your parents @madmac

@madmac 144 Your careers More changes Disruption @madmac

@madmac 145 « Disruptive innovation is a breakthrough innovation, as
opposed to incremental innovation, which merely optimizes the existing» Source: Jean-Marie Dru, 15 approches disruptives de l’innovation" (Ed. Pearson) Disruption ?

PERFORMANCE Incremental innovation Breakthrough innovation Current performance of potentially disruptive technology Expected trajectory of performance improvement Performance improvement required by mainstream market

@madmac 148 How to assess disruptive technologies Source: https://anitasmuran.medium.com/pc-life-after-apple-silicon-valley-218db75daf6e

@madmac 149

@madmac 150 smartphones Disruption = Rupture Real mobile web  
& app store GSM & CDMA   2G Edge, 3G, 4G, LTE, 5G GPS, geolocation Cloud computing & big data

@madmac 151

@madmac 156 Chen San-yuan, 70, known as "Pokémon Grandpa," talks
on his cellphone as he plays the mobile game "Pokémon Go" by Nintendo on multiple devices mounted to his bicycle's handlebars, near his home in New Taipei City, Taiwan, on November 12, 2018. # Tyrone Siu / Reuters

@madmac 157 A Palestinian woman takes a picture of a
member of the Israeli security forces as he also takes her picture in a street in Jerusalem on December 16, 2017, as demonstrations continued to fl are in the Middle East and elsewhere over the U.S. president's declaration of Jerusalem as Israel's capital. # Ahmad Gharabli / AFP / Getty

@madmac 158 The live-streamer Qiao Xi, 21, uses her smartphone
at her agency studio Redu Media in Beijing on November 7, 2018 Nicolas Asfouri / AFP / Getty

@madmac 159 TIME CHANGES We are here

@madmac 160 « it is not the most intellectual of
the species that survives — it is not the strongest that survives — but the one that is able best to adapt and adjust to the changing environment in which it finds itself » - C H A R L E S D A R W I N @madmac

@madmac 161 2It’s a very long journey

@madmac The old world Predictable products   Predictable markets and
customers Predictable business model Predictable means of production Stability Certainty Simplicity Clarity

@madmac 163 There is a perfect   and repeatable recipe
There is no recipe Building the known Innovate / inventing the future Complicated world Complex world Montreal snowstorm 03/14/2017   45 cm, 300 people stuck for 10+ hours The old The new A shift in the mindset

@madmac 164 We need new kind of leaders « What
VUCA really means for you », Nathan Bennett and G. James Lemoine Harvard Business Review   https://hbr.org/2014/01/what-vuca-really-means-for-you 😀 🤢 😬 Stability Certainty Simplicity Clarity Comfort Building something we know — everyday Volatility Uncertainty Complexity Ambiguity Discomfort Innovate / inventing the future — again and again

@madmac 165 Complete organizational change « What VUCA really means
for you », Nathan Bennett and G. James Lemoine Harvard Business Review   https://hbr.org/2014/01/what-vuca-really-means-for-you Stability Certainty Simplicity Clarity Comfort Building something we know — everyday La Presse, 750 boul St-Laurent, Montreal, 1955-2003 Volatility Uncertainty Complexity Ambiguity Discomfort Innovate / inventing the future — again and again La Presse, 750 boul St-Laurent, Montreal, Now

@madmac 166 Surviving in a VUCA world? « What VUCA
really means for you », Nathan Bennett and G. James Lemoine Harvard Business Review   https://hbr.org/2014/01/what-vuca-really-means-for-you Volatility Uncertainty Complexity Ambiguity Discomfort Engage Define Vision Provide Direction Set Priorities Guaranteed Cooperation Identify Risk Guaranteed Knowledge transfer Guaranteed Communication Vision & Visibility Understanding Clarity Agility Future will be 100% digital We’ll create meaningful news rituals Who do we want to be in this new world? Touch screens   Customer centric Design & UX Agility Research + ideas pipeline Build an internal software team Product development, roadmap Prototyping, testing, learning ICE — Impact, Confidence, Easily done Technology adoption curve > Print customers maybe laggards Building daily edition Size, data, bandwidth Advertisers? Business model? Why we do this? What success look like? What will happen to old biz? How to get involve? Attitude before aptitude What do we know? What we don’t know? What did we learn yet? What do we need to learn next? Provide ressources and safe environment   to experiment & learn fast Everybody is needed Small teams with problems to solve Collaboration tools, rituals, etc Make progress visible Celebrate milestones

@madmac 167 • Top Down Approach:   tasks are delegated
• Eliminate risks and   optimize every process • Always the same result • Our success is our well   "Proven formula" Traditional • A digital product   from traditional processes • A digital team managed   by traditional leadership • Let’s innovate once • Thinking that answers to new problems will come from what we have already learned and done • Solution driven • "Let’s install a CRM" • "Let’s install an ERP" • Top management   bring more Confusion Doing Digital A cultural change Being Digital • Constant innovation • Culture of experimentation • The important thing is to try   & learn quickly • Data + insights driven • Data without insights is meaningless,   and insights without action are pointless • Bottom up approach • Context and vision are shared • Company wide Collaboration • Employee input • Customer-centric • Vision driven • “To continue being one of the leading fi rms of the internet entertainment era.” • Top management bring more Clarity • Come into a situation that is ambiguous   and bring more clarity • Everyone understand scope   of their individual role Quite Easy Really Hard

@madmac 168 • Top Down Approach:   tasks are delegated
• Eliminate risks and   optimize every process • Always the same result • Our success is our well   "Proven formula" Traditional • A digital product   from traditional processes • A digital team managed   by traditional leadership • Let’s innovate once • Thinking that answers to new problems will come from what we have already learned and done • Solution driven • "Let’s install a CRM" • "Let’s install an ERP" • Top management   bring more Confusion Doing innovation A cultural change Being innovative • Constant innovation • Culture of experimentation • The important thing is to try   & learn quickly • Data + insights driven • Data without insights is meaningless,   and insights without action are pointless • Bottom up approach • Context and vision are shared • Company wide Collaboration • Employee input • Customer-centric • Vision driven • “To continue being one of the leading fi rms of the internet entertainment era.” • Top management bring more Clarity • Come into a situation that is ambiguous   and bring more clarity • Everyone understand scope   of their individual role Quite Easy Really Hard

@madmac 169 I want to do   software for this
new device! Doing Digital Solution driven Let’s imagine La Presse thriving in a post print era? Being Digital Vision driven FROM THERE I HAD NO CHOICE BUT TO ARTICULATE A VISION AND CLEAR GOALS   WHY WE DOING THIS? WHAT THE SUCCESSFUL OUTCOME LOOKS LIKE?

@madmac 172 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪 🧠 🧠🧠 🧠🧠🧠🧠
🧠🧠🧠🧠🧠🧠 The new paradigm To thrive in the digital world Building something we know Innovate / inventing the future Known recipe/Complicated world Innovative/Complex world

@madmac 173 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 To thrive in the
digital world Building something we know Innovate / inventing the future The new paradigm 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪 Known recipe/Complicated world Innovative/Complex world

@madmac 174 Which team has the best odds of winning?
Solving new problems 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪

@madmac 175 • Constant innovation • Culture of experimentation •
The important thing is to try   & learn quickly • Data + insights driven • Data without insights is meaningless,   and insights without action are pointless • Bottom up approach • Context and vision are shared • Company wide Collaboration • Employee input • Customer centric • Vision Driven • Top management bring more Clarity Level 1   Traditional Level 2   Doing Digital Level 5   Being digital A very long journey One product One service The culture Many products Many services Comfortable + skillful in the known,   and in the complicated world Comfortable + skillful in the ambiguity, and in the complex world One project Data & Experiences driven

@madmac 176 « It's supposed to be hard, If it
were easy: Everybody would do it! »   — T O M H A N K S   I N A L E A G U E O F T H E I R O W N @madmac

@madmac 177 3Will   before skills

@madmac 178 Five years from now, over one- third of
skills (35%) that are considered important in today’s workforce will have changed Source: World Economic Forum, Jan 2016 Disruption

@madmac 179

@madmac « 71% of the recruiters labelled adaptability (i.e. the
ability to accommodate change) the most valuable skills for candidates’ careers in the coming year » 180 Adaptability 71% - Rebecca Wilson, Wed Jan 17th 2018 Recruitment International @madmac

@madmac 181 Communication Collaborate Problem Solving Organization Customer Service Leadership
Management 0 % 15 % 30 % 45 % 60 % 18 % 20 % 16 % 24 % 31 % 22 % 30 % 33 % 34 % 45 % 49 % 54 % 55 % 56 % Most valued Hardest to find Most Valued Soft Skills Are Hard To Find

@madmac 182 « We are in the midst of a
Skills Revolution. Technology is transforming organizations, skills needs are changing rapidly and we know companies cannot find the talent they need. People with in-demand skills   who can continually learn and adapt   will call the shots. » Source: Skills Revolution 2.0 - ManpowerGroup

@madmac 183 It’s an attitude ! An amazing opportunity if
you have the will ! @madmac

@madmac 184 Nothing will kill a great employee faster than
watching you tolerate a bad one. — Perry Belcher

@madmac Unicorns No thank you ! When recruiting or building
your team S K I L L S W I L L Soft Skills Hard Skills 185

@madmac With time   Relevant With time   Obsolete When
recruiting or building your team S K I L L S W I L L Soft Skills Hard Skills 186

@madmac - P E T E R D R U
C K E R « The only skill that will be important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.. » 187 @madmac

@madmac 188 4Visit the beginner’s valley often

@madmac 190 Change ≠ Better « …But it gets to
the heart of a certain universal cognitive dissonance inherent in mankind. We yearn for everything to be better. Yet we are resistant to change. » — John Gruber But better necessarily implies di ff erent

@madmac 191 P r e s e n t C
u r v e D y i n g Tr a j e c t o r y P a t h s   t o t h e N e x t C u r v e Ti m e G r o w t h M i l k i n g   t h e c o w ( M a n y f i r m s ) T h r i v i n g VISIT THE BEGINNER'S VALLEY DON’T CHANGE,   STAY THE EXPERT AND BECOME OBSOLETE

@madmac 192 If you want to stay relevant, enjoy the
beginner’s valley LONG-TERM SUCCESS DEPENDS ON YOUR ABILITY TO LEARN NEW SKILLS

@madmac 193 Learning is escalating an S-curve Mastery Time COMPETENCE
Beginner Con fi dence Comfort Master

@madmac 194 0 Con fi dence SET O F COMPETENCES
A To disrupt yourself… go ahead, jump ! Comfort zone SET O F COMPETENCES B 0 Con fi dence Scary zone

O F COMPETENCES A SET O F COMPETENCES B To disrupt yourself… go ahead, jump ! Comfort zone 0 Con fi dence Scary zone As a leader make this zone safe for your team !

O F COMPETENCES A SET O F COMPETENCES B To disrupt yourself… go ahead, jump ! Comfort zone 0 Con fi dence Scary zone Always look like a step backward !

@madmac 19 I still fall — but I know I’ll
survive! @madmac

@madmac 199 Is it my role to know everything? Not
at all! My personal « paradigm shift » ?

@madmac 200 My personal « paradigm shift » ? from
Learn-it-all Joe to Know-it-all Joe

@madmac 201 My personal « paradigm shift » ? It’s
about   my knowledge It’s about being great at learning Learn-it-all Joe to Know-it-all Joe Making the beginner’s valley a safe zone   for everyone I’m an expert   not a beginner Identify, protect and   put into action   their (best) ideas My ideas   are so much better

@madmac 202 They are the pros They are closer to
the problems They have great ideas They are in the best position   to fi nd the solutions I am in the best position   to be the curator Change of posture facing my teams @madmac

@madmac 203 My new role: identify, protect and   put
into action their (best) ideas Change of posture facing my teams @madmac

@madmac - M A H AT M A G A
N D H I « You must be the change you wish to see in the world. » 205 @madmac

@madmac 206 5Activating   all the brains around you

@madmac 208 The new leadership 💪 🧠 💪💪 🧠 🧠
💪 🧠 Tasks Context,   clarity   & goals Known recipe/Complicated world Innovative/Complex world

@madmac 209 💪💪💪 🧠 🧠 🧠 It’s not my job!
Could this help us   achieve the vision? Facing changes or ambiguity Changes Changes Known recipe/Complicated world Innovative/Complex world

@madmac Action and collaboration   toward the same goal 210
Context and goals (not tasks): why is it so important ? @madmac

@madmac 211 ACTIVATING   THE BRAINS   AROUND YOU The
ultimate skill

@madmac 212 Business and   Subject Matter Experts Engineering and
  Design experts Solution Problem Everybody has an important role

@madmac 213 Wrong way: business designed the solution Solution Problem
Engineering and   Design experts « Please create this solution for me… »

@madmac 214 @madmac

@madmac 215 Solution Solution Solution Solution Solution Solution Problem Engineering
and   Design experts Engineering and   Design experts Right way: Business designed the problem to solve

@madmac 218

@madmac 219 Before urging to fi nd a solution,  focus
on understanding (to its core ) What is the problem  you’re trying to solve? Business experts and Subject matter experts

@madmac - U N K N O W N «
A great solution to a wrong problem will always fail! » 220 https://www.nngroup.com/articles/the-myth-of-the-genius-designer/

@madmac Here is the problem  we are trying to solve…
221 Can you create  this solution for us…

@madmac 222 Problem Solution Never fall in love with  
their own solution ❤ Fall in love with the problem they’re trying to solve for their clients The good business experts

@madmac 223 Here is my new role now:   Provide
insight and understanding   to enable sound decisions Activating the brains around me

@madmac 224 Biggest difference ? Innovative  product/service built with control,
no context,  and a top down approach True innovative  product/service built with  context, data + insights,  and a bottom-up approach

@madmac 225 I put into action I decide the what!
I know the how! The innovative leader I bring clarity

💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 My new role Building the machine That will build the machine Technical expertise Solution Tactics Culture True customer obsession Learning organisation Embrace external trends High-Velocity Decision Making Solving new problems ME THEM Vision Goals Selecting   & nurturing talents

Great   Innovative Leader Building   the machine That will build   the machine Technical expertise Solution Tactics Culture True customer obsession Learning organisation Embrace external trends High-Velocity Decision Making Solving new problems Strategies That will build the machine Technical expertise Solution Tactics Vision Goals Selecting   & nurturing talents

Great   Innovative Leader Subject: Communication Within Tesla There are two schools of thought about how information should fl ow within companies. By far the most common way is chain of command, which means that you always fl ow communication through your manager. The problem with this approach is that, while it serves to enhance the power of the manager, it fails to serve the company. Instead of a problem getting solved quickly, where a person in one dept talks to a person in another dept and makes the right thing happen, people are forced to talk to their manager who talks to their manager who talks to the manager in the other dept who talks to someone on his team. Then the info has to fl ow back the other way again. This is incredibly dumb. Any manager who allows this to happen, let alone encourages it, will soon fi nd themselves working at another company. No kidding. Anyone at Tesla can and should email/talk to anyone else according to what they think is the fastest way to solve a problem for the bene fi t of the whole company. You can talk to your manager's manager without his permission, you can talk directly to a VP in another dept, you can talk to me, you can talk to anyone without anyone else's permission. Moreover, you should consider yourself obligated to do so until the right thing happens. The point here is not random chitchat, but rather ensuring that we execute ultra-fast and well. We obviously cannot compete with the big car companies in size, so we must do so with intelligence and agility. One fi nal point is that managers should work hard to ensure that they are not creating silos within the company that create an us vs. them mentality or impede communication in any way. This is unfortunately a natural tendency and needs to be actively fought. How can it possibly help Tesla for depts to erect barriers between themselves or see their success as relative within the company instead of collective? We are all in the same boat. Always view yourself as working for the good of the company and never your dept. Thanks, Elon

@madmac 229 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 Building a « solving
new problems » machine

@madmac 230 — T I M C O O K
, I N H I S P R E PA R E D O P E N I N G R E M A R K S F O R Q 4 2 0 2 0 R E S U LT S C A L L « When we fi rst began to grapple with COVID-19, I said there are worse things for a company whose business is innovation than having to periodically do just about everything in an entirely new way. This year we worked in a way that pushed us to re-imagine every part of our innovation process, down to how we share these announcements with the world, and how we get new products into our customer’s hands . Working from kitchen tables and bedrooms, in distanced of fi ce settings and reworked labs and manufacturing facilities,  the team rebuilt every part of the plane while it was midair.  And the results speak for themselves… . Innovation isn’t just about what you make—it’s about how you approach problems. And these teams, and every team across Apple, have not faced a single question this year that they haven’t found an answer to with passion and resolve. Their actions didn’t just meet the moment, they will make us  a better company moving forward »

@madmac 231 6A shared common understanding Devenir une entreprise innovante

@madmac 232 To build the "Right Stu ff " you
must fi rst develop a shared and common understanding of this "Right Stu ff " 1. Building something is really expensive 2. Building the wrong things   costs even more ! « Fake it till you make it »

@madmac 1$ Request for changes during the Ideation   phase
10$   Request for changes during the   Development   phase 100$ Request for changes during the In Service   phase 233 The 1 - 10 - 100 rule

@madmac 234 To build the "Right Stuff" you must first
develop a shared and common understanding of this "Right Stuff" What are we trying to build ? Small teams = less complexIty = more clarity The "Right Stu ff "

@madmac 235 My “wake-up” moment

@madmac 236 Empathy Active listening Real   discussions Shared common
understanding 🧠 🧠 At kick-off,   Take time to share the same   definition vocabulary Build « Proof of concept »   & Prototypes Show and learn ! Imagine the tutorial   of the product or service   you’re trying to build Dont be afraid to dive-in and learn   the tech behind the product and service   you are trying to build You need   to meet! Agreement on which   problems need to be solved and in which order Goals, important milestones Customer’s needs   and chalenges Global or total   customer experience — CX Features: MVP   desirability, delightful, etc How will we operate   this thing ? Who? Focus on the What, not the How   Resist talking about solutions Vision Why are we doing this? Clarity

@madmac 237 A great roadmap (or plan) Leave room for
uncertainty + tackle the easy first Experiment,   validate & learn Discover the route together Vision Shared common understanding first

@madmac Embrace uncertainty The Process of Design from a great
height. by Damien Newman 90% of the upstream work is to ensure that all options have been considered 238

@madmac 239 Prototype Show Learn Desirability Viability Feasibility Start here
Learning through experiments Successful innovation   happens here!

@madmac 240 Idea Prototype Prototype Prototype Product 🙂 With luck

@madmac 241 Idea Prototype Prototype Prototype Product Idea Idea Idea
Prototype Fake Less fake, more real Real stu f The real deal: Learning through experiments 🤩

@madmac 242 What can we do now   to test
this new idea ? The new culture — Fake it till you make it —

@madmac 243 « A shared understanding,  drives the micro-decisions  that
everyone makes every day whether writing code, creating positioning, deploying a build,  designing an experience, and so on.» - S T E V E N S I N O F S K Y

@madmac 244 7From vision to something real Devenir une entreprise
innovante

@madmac 245 A very simple recipe Vision Alignment Strategies Learning
+ + +

@madmac 246 A very simple recipe Vision Alignment Strategies Learning
What you want to be What you don’t want to be Long term goals Unique value proposition Short term goals Communication Cascaded OKRs Shared common understanding Things we say no Focus Priorities Did I say communication? Making a choice, Goal selection Activation, putting into actions What we want to achieve What need to be true Beware of too much WIP Metrics & Tactics Iterate Agile methodologies Prototype P.O.C. Design thinking Customer Centric Focus on the problem to solve CX/UX Ask questions + + +

@madmac Vision with poor alignment

@madmac 248 Strategy ? “The essence of strategy is choosing
what not to do.” —Michael Porter “Perception is strong and sight weak. In strategy it is important to see distant things as if they were close and to take a distanced view of close things”   —Miyamoto Musashi, legendary Japanese swordsman “Strategy without tactics is the slowest route to victory, tactics without strategy is the noise before defeat.” — Sun Tsu, Ancient Chinese Military strategist “There is nothing so useless as doing e ffi ciently that which should not be done at all” —Peter Drucker “You can have anything you want – you just can’t have everything you want” — Anonymous “Don’t go for small commitments on big things, but aim for big commitments on small things” —Anonymous “Building a visionary company requires one percent vision and 99 percent alignment” —Jim Collins and Jerry Porras, Built to Last “An organisation’s ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage” —Jack Welch

@madmac 249 Vision, strategy et tactics

250 Want Reality Goal Pool Experience Learn Adjust Results  
Feedbacks   New Info Tactics Strategy & goal Strategy Formation Goal Selection waitbutwhy.com Vision, strategy et tactics

@madmac 251 Vision, strategy et tactics Experience Learn Adjust Results
  Feedbacks   New Info Tactics Strategy & goal

@madmac 252 Tool 1 : a simple strategic plan

253 The innovative organisation Activities Tactics Strategy Goals Vision Daily
Long term Management’s zone Set the where, the why and the culture Team’s zone   close to the « fi eld » The what and the how •True customer obsession •High-Velocity Decision Making •Learn and embrace   external trends Innovative culture

@madmac Vision Tactics Strategies & goals   — 3 years
Strategies & goals   — 1 year 254 Strategic planning

Long term Strategy and goal 2 Vision & Pillars —
3 or 5 years plan Long term Strategy and goal 3 Long term Strategy and goal 4 Long term Strategy and goal 1 255 What we want to be true in the future

256 Short term Strategy and Goal D Short term Strategy
and Goal B Short term Strategy and Goal A Short term Strategy and Goal F Short term Strategy and Goal C Short term Strategy and Goal E Français Long term Strategy and goal 2 Long term Strategy and goal 3 Long term Strategy and goal 4 Long term Strategy and goal 1 Vision: Why are we doing this?   What we want to be true in the future? Priority 1 year — 1 year plan

@madmac Strategic planning VISION Strategies & goals — 3 years
Strategies & goals — 1 year Tactics What we want to be true Long term Strategy and goal 1 Short term Strategy and Goal A • Tactic 1 • Tactic 2 • Tactic 3 Short term Strategy and Goal B • Tactic 1 • Tactic 2 • Tactic 3 Long term Strategy and goal 2 Short term Strategy and Goal C • Tactic 1 • Tactic 2 • Tactic 3 Short term Strategy and Goal D • Tactic 1 • Tactic 2 • Tactic 3 Short term Strategy and Goal E • Tactic 1 • Tactic 2 • Tactic 3 Long term Strategy and goal 3 Short term Strategy and Goal F • Tactic 1 • Tactic 2 • Tactic 3 Long term Strategy and goal 4 Short term Strategy and Goal G • Tactic 1 • Tactic 2 • Tactic 3 Short term Strategy and Goal H • Tactic 1 • Tactic 2 • Tactic 3 257

258 waitbutwhy.com S.M.T. Grid Experience Learn Adjust Results   Feedbacks
  New Info Tactics Strategy & goal Vision, strategy et tactics

S.M.T. (Stratégies, Métriques, Tactiques) Objectives are memorable qualitative descriptions of
what you want to achieve.   Objectives should be short, inspirational and engaging. An Objective should motivate and challenge the team. Stratégies Objectifs Métriques   de succès Ensemble de tactiques Projets Proxy metrics Exemple :   X% des nouveaux utilisateurs   font action Y après période Z de temps Exemple : « Drive user frequency, depth and breadth to more than double   the number of engaged users » Approche pour atteindre objectif Metrics « North Star » Exemple :   X% de rétention des abonnés Vanity metrics Exemple :   Total d’utilisateurs mensuels Feature X Initiative Y Progiciels Z Etc. Français

Bulletin de La Presse — modèle GEM X SMT Stratégies
Métriques Tactiques Monétisation • Maximiser la valeur actuelle de l’inventaire publicitaire de La Presse • Positionner La Presse auprès de ses annonceurs comme un joueur important de first « Party Data » • Développer de nouveaux produits revenus lecteurs à paiements récurrents • Migrer le maximum d’utilisateurs engagés vers des utilisateurs payants récurrents • eCPM, taux inventaire vendu • AARPU, PAU • % des utilisateurs qui s’abonnent après une période d’essai • % des utilisateurs qui demeurent abonnés après le premier mois d’abonnement • Connecter un maximum d’utilisateurs • Développer une expertise dans la mise en marché de produits publicitaires numériques basée sur les données • Revenus lecteurs : Abonnement App Mobile, Abonnement LP+, Abonnement Web • Orchestrations, gestion du funnel (Braze) Grille pour construire notre plan Exemple

@madmac 261 Strategy/Metric/Tactics Strategy Metric Tactic / project Personalization RMSE
(delta between expected and actual rating) Mood algorithm test, Voice ID, Movie Personality Quiz, Language detection. Original Content % of members who watch at least 10 hours/month of Original Content Cold-start merchandising test, weekly release test, episodic micro-docs Margin-enhancement Total Gross Margin, LTV WW launch of mobile-only plan, 4 simultaneous streams test. Interactive story-telling % of members who watch at least one hour interactive content per month. Support for real-timing branching prototyping, Kimmy Schmidt launch. 5 @gibsonbiddle

@madmac 262 Tool 2 : iterate and learn fast

@madmac 263 “An organisation’s ability  to learn, and translate that
learning into action rapidly, is the ultimate competitive advantage”  —Jack Welch https://www.linkedin.com/pulse/content-product-why-deeper-alignment-only-way-forward-dmitry-shishkin/ Strategy?

264 waitbutwhy.com Iterate   Agile Method. Experience Learn Adjust Results
  Feedbacks   New Info Tactics Strategy & goal Vision, strategy et tactics

265 Mes nouveaux critères de succès Créer un maximum de
valeur   dans un minimum de temps et d’e ff orts Créer un maximum de cycles   ou d’opportunités d’apprentissage Français

WAT E R FA L L M E T H
O D O LO G I E S Vitesse et/ou complexité 1990 2000 2010 2020 Changements du marché, besoins des utilisateurs Capacité d'adaptation et de réalisation des entreprises traditionnelles Petit Moyen Grand 1. Besoins exprimés et saisis dans les requis du projet 2. Début projet 3. Projet complété 4. Solution répond aux besoins du passé 5. L ’utilisateur   est «ailleurs» Réaliser des solutions adaptées  aux besoins du marché et des clients Français

I T E R AT I V E M E
T H O D O LO G I E S Vitesse et/ou complexité 1990 2000 2010 2020 Changements du marché, besoins des utilisateurs Capacité d'adaptation et de réalisation des entreprises traditionnelles Petit Moyen Grand Réaliser des solutions adaptées  aux besoins du marché et des clients 1. Plutôt que passer du temps écrire des requis, on investis dans la découverte et la compréhension commune de la destination 2. Démarrage 3. Chaque livraison d’incrément fonctionnel nous a apprit ce qui manquait réellement Français

I T E R AT I V E M E
T H O D O LO G I E S Vitesse et/ou complexité 1990 2000 2010 2020 Changements du marché, besoins des utilisateurs Capacité d'adaptation et de réalisation des entreprises traditionnelles Petit Moyen Grand 1. Plutôt que passer du temps écrire des requis, on investis dans la découverte et la compréhension commune de la destination 2. Démarrage 3. Chaque livraison d’incrément fonctionnel nous a apprit ce qui manquait réellement Réaliser des solutions adaptées  aux besoins du marché et des clients 4. Solution livrée  

Pourquoi l’agilité est si géniale ? Français

Pourquoi l’agilité est si géniale ? Data Data Data Data
Data Data Français

Pourquoi l’agilité est si géniale ? Data Data Data Data
Data Data Con fi ance Projections Correctifs Learning by iteration Français

Lancement Phase 2 Phase 3 Phase 4 Lancement MMP Expérimentations
pour identifier   et optimiser l’engagement Optimisation   de la rentabilité Acquisition   & Croissance Roadmap Approche Start-Up Français

Définir incrément Livrer Apprendre De nouveaux outils pour réussir Prototyper
Montrer Apprendre Expériences Apprendre Ajuster Résultats Feedback Nouvelle info Tactiques Stratégie et objectif Français

@madmac 275 8Building an innovative organization Devenir une entreprise innovante

Nous ne prendrons jamais de mauvaises décisions Français

277 The innovative organisation Activities Tactics Strategy Goals Vision Daily
Long term Management’s zone Set the where, the why and the culture Team’s zone   close to the « fi eld » The what and the how •True customer obsession •High-Velocity Decision Making •Learn and embrace   external trends Innovative culture

Silos Hiérarchie Top-Down Bureaucratie Processus Instructions   Détaillées Leadership de
contexte, d’alignement.   Active l’action Frontières moins   rigides, perméabilité entre les équipes,   focus sur l’action Équipes autonomes   assemblées autour   d’une responsabilité bout-en-bout Changements   rapides, fl exibilité des ressources ORGANISATION   TRADITIONNELLE (UNE MACHINE) ORGANISATION AGILE (UN ORGANISME) Réagir et innover à haute vitesse McKinsey & Company Français

Silos La transformation d’organisations est difficile Qui aura l’autorité  
sur l’équipe   multi-disciplinaire? Hiérarchie Top-Down Bureaucratie Agile en bas   mais pas en haut Stratégies waterfall, Processus autour   de scopes déterminés Processus Instructions   Détaillées Agile Français

Motivés à faire des essais Français

Objectif Fit Produit - Marché Découvrir les leviers   de
croissance Utiliser les leviers de croissances   à fond la caisse Focus Expérimenter -> Mesurer -> Pivoter Expérimenter -> Mesurer -> Pivoter GO! Métriques Rétention Taux de croissance (CPA=LTV, Payback < 3 mois) Taux de croissance (CPA<LTV, Payback > 3 mois) Volume Petit Moyen Grand Optimisation Macro Macro + Micro Micro Équipe(s) Approche Start-Up 1. Traction 2. Transition 3. Croissance Français

croissance Utiliser les leviers de croissances   à fond la caisse Focus Expérimenter -> Mesurer -> Pivoter Expérimenter -> Mesurer -> Pivoter GO! Métriques Rétention Taux de croissance (CPA=LTV, Payback < 3 mois) Taux de croissance (CPA<LTV, Payback > 3 mois) Volume Petit Moyen Grand Optimisation Macro Macro + Micro Micro Équipe(s) Approche Start-Up 1. Traction 2. Transition 3. Croissance Entreprises traditionnelles commencent encore ici Français

croissance Utiliser les leviers de croissances   à fond la caisse Focus Expérimenter -> Mesurer -> Pivoter Expérimenter -> Mesurer -> Pivoter GO! Métriques Rétention Taux de croissance (CPA=LTV, Payback < 3 mois) Taux de croissance (CPA<LTV, Payback > 3 mois) Volume Petit Moyen Grand Optimisation Macro Macro + Micro Micro Équipe(s) Approche Start-Up 1. Traction 2. Transition 3. Croissance In fl uence de l’agilité Français

@madmac 286 Changement de culture ORGANISATION Rôle où innovation requise
(RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR Français

(RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR Bien dé fi nir dans l’organisation quels sont les rôles où l’innovation est requise (RIR) 1 Français

@madmac 288 Changement de culture Promotion rapides des bons innovateurs
Déplacer ou remercier les conservateurs dans les rôles où l’innovation est requise (RIR) ORGANISATION Rôle où innovation requise (RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR 1 2 3 Bien dé fi nir dans l’organisation quels sont les rôles où l’innovation est requise (RIR) Français

@madmac 289 Promotion rapides des bons innovateurs Rapidement   les
cultures d’innovation   attirent les innovateurs ORGANISATION Recruter des innovateurs pour les rôles où l’innovation est requise (RIR)   PS. Ça se véri fi e en entrevue! 1 2 4 5 Bien dé fi nir dans l’organisation quels sont les rôles où l’innovation est requise (RIR) Déplacer ou remercier les conservateurs dans les rôles où l’innovation est requise (RIR) 3 Français

@madmac 290 Changement de culture Promotion rapides des bons innovateurs
Rapidement   les cultures d’innovation   attirent les innovateurs ORGANISATION Rôle où innovation requise (RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR Recruter des innovateurs pour les rôles où l’innovation est requise (RIR)   PS. Ça se véri fi e en entrevue! 1 2 4 5 Bien dé fi nir dans l’organisation quels sont les rôles où l’innovation est requise (RIR) Déplacer ou remercier les conservateurs dans les rôles où l’innovation est requise (RIR) 3 Français

(RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR Attention aux rôles que   l’on dé fi nit comme conservateurs/ innovateur. Pays des licornes.   Mission di ffi cile voir impossible. A Meilleure façon de tuer l’innovation ? Laissez les innovateurs sous l’autorité   de conservateurs B Conséquences mineures pour les innovateurs dans des RIR qui tentent signi fi cativement d’innover mais échouent. Opportunité pour mentorat ? C Souvent des innovateurs qui s'ignorent se cachent derrière des rôles conservateurs. Faîte émergez ce potentiel en faisant participer tout le monde à des activités de brain storm, design thinking, Lab Day, etc D Français

@madmac 292 !Our 8   take aways

@madmac 8 lessons learned to inspire your journey 293 Pace
of change is   accelerating 1 It’s a very   long journey 2 Visit the   beginner’s valley 4 Activating all the brains around you 5 A shared common   understanding 6 Will before skills 3 Change People & Skills Leadership & Teams Organization From vision to something real 7 Building an innovative organization 8

@madmac 294 @ Contacts &   References

@madmac 295 Connect with me Jean-Marc De Jonghe @madmac ca.linkedin.com/in/dejonghe
speakerdeck.com/jdejongh

@madmac 296 References • Crossing the Chasm (1991, revised 1999
and 2014), Geoffrey A. Moore • Creativity Inc (2014, Random House Canada), Ed Catmull with Amy Wallace • TedTalk, Dan Pink sur la surprenante science de la motivation, Dan Pink   https://www.ted.com/talks/ dan_pink_on_motivation? language=fr#t-1010302 • Why we plan – Part I – Failure to Rescue, Buridan’s Blog   http://buridansblog12.rssing.com/ chan-20258046/all_p1.html • Complicated vs Complex and why it’s matters - Roland Wolfig   https://beya.io/2016/03/complicated-vs- complex-and-why-it-matters/ • Complexity and Strategy https:// hackernoon.com/complexity-and- strategy-325cd7f59a92#.5h6wyrxvk • Prototyping: Fake It till you make it (WWDC 2014, Apple Developper, Apple Inc.), Get a glimpse of Apple's prototyping process and the range of tools and techniques they use, some of which might surprise you. https:// developer.apple.com/videos/play/design/12/ • The Future of Jobs : Employment, Skills and Workforce Strategy for the Fourth Industrial Revolution (World Economic Forum, Jan 2016)

Innover et réussir dans un monde en perpétuel...

Innover et réussir dans un monde en perpétuel changement

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Innover et réussir  dans un monde  en perpétuel...

Innover et réussir  dans un monde  en perpétuel changement