Managing Strategy & Innovation -- To Thrive in the Digital World

Change is today a continuous process, it is no longer a sequence of rare and punctual phenomena. Nothing escapes: Technology, your market, your customers, your competitors, your employees, etc.

To survive and succeed, your business need to adapt, learn, innovate and transform itself continuously. It will have to become "agile" from left to right, from top to bottom.

And to succeed in this transformation, the most important of all changes will likely be the evolution of your own leadership style and your ability to learn new skills.

This presentation is a sharing of experiences and discoveries I made during the titanic digital transformation of La Presse and the creation of the revolutionary La Presse + tablet application and the new La Presse Mobile App

Presentation made in February 2021 via Zoom for a Managing Strategy & Innovation Class at McGill University

Transcript

1. MANAGING 
 STRATEGY & INNOVATION TO THRIVE IN THE DIGITAL WORLD MCGILL MONTREAL MANAGING STRATEGY & INNOVATION 
 MGPO631 — WINTER 2021 JEAN-MARC DE JONGHE VP DIGITAL PRODUCT & STRATEGY 
 LA PRESSE Version 11
2. @madmac 2 • Medias — 1995 • La Presse — 2003 • VP Digital Product & Strategy — 2010 • Led La Presse’s digital transformation, creation of La Presse+, digital workflow and our New Mobile App speakerdeck.com/jdejongh Jean-Marc De Jonghe VP Digital Product & Strategy ca.linkedin.com/in/dejonghe
3. @madmac 3 Hello my name is Jean-Marc 
 and I was a control freak
4. @madmac 4 I was the master of « my » domain 
 and knew all of our business process
5. @madmac 5 I was champion of « here is how you should do it » Please! Not like this!
6. @madmac 6 Master Jedi of knowing all the solutions 
 of our past problems Been there, done that!
7. @madmac 7 You know, the know-it-all wiki-boss I’m the boss therefore I decide!
8. @madmac Not very useful if you want to innovate
 and solve new problems at scale 8 @madmac
9. @madmac 9
10. @madmac 10 I’m the boss therefore I decide = I’m the bottleneck Big volume of decisions to make Delivered value Bottleneck
11. @madmac 11 I had no choice but to learn to disrupt myself!
12. @madmac 12 SHARING MY EXPERIENCE Us The market Disruptions
13. @madmac 8 lessons learned to inspire your journey 13 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
14. @madmac 14 #Context
15. @madmac 15 1997-2007: We are invincible ! Costly infrastructure 
 hard to reproduce Talents & expertise Owners of the 
 distribution channel A great brand 
 + Location + Customer’s Trust
16. @madmac 16 Nobody can beat us at our own game! Surely nothing to worry about those clowns!
17. @madmac 17
18. @madmac 18 The great 
 « unbundle » 
 disruption
19. @madmac 19 Disruption = the great unbundle Classi fi ed Ads Career/Jobs Obituaries TV Guide Movies listing Inserts/coupons Real Estate Legal & public notice Display Ads
20. @madmac 20 Disruption = the great unbundle Classi fi ed Ads Career/Jobs Obituaries TV Guide Movies listing Inserts/coupons Real Estate Legal & public notice Display Ads
21. @madmac 21 @madmac
22. @madmac 22 🚀 We’re really not invincible after all ! 🏄 😬 Me Our invincible business
23. @madmac 23 2010
24. INNOVATIVE 
 DIGITAL PRODUCTS and systems Mobile App 2019 Website 2020 Tablet App 2013
25. @madmac 25 2010-2021 Mobile first workflow & automatic layout 100% In the cloud 2019-2021 Hybrid workflow 2015-2018 Digital Storytelling 2010-2015 Innovation behind the scene
26. 2018 2019 2020 26 Appareils actifs mensuels — MAUs Nouvelle App Mobile — Utilisateurs mensuels Appareils Uniques 350,000 450,000 550,000 650,000 750,000 850,000 Jan Mars Mai Juillet Sept Nov Jan Mars Mai Juillet Sept Nov Jan Mars Mai Juillet Sept Nov Jan Ancielle App Nouvelle App 624 000 762 380 477 137 553 000 Français
27. 2018 2019 2020 27 Appareils actifs moyenne quotidienne — DAUs Appareils Uniques 100,000 160,000 220,000 280,000 340,000 400,000 Jan Mars Mai Juillet Sept Nov Jan Mars Mai Juillet Sept Nov Jan Mars Mai Juillet Sept Nov Jan Ancielle App Nouvelle App 244 727 365 019 238 450 184 142 Nouvelle App Mobile — Utilisateurs quotidiens Français
28. 2018 2019 2020 28 Appareils actifs — DAU/MAU aka Stickiness Appareils Uniques 30% 32% 34% 36% 38% 40% 42% 44% 46% 48% 50% Jan Mars Mai Juillet Sept Nov Jan Mars Mai Juillet Sept Nov Jan Mars Mai Juillet Sept Nov Jan Ancielle App Nouvelle App Nouvelle App Mobile — Stickiness Français
29. 2019 2020 La Presse+ — Quotidiens et mensuels Appareils actifs La Presse+ — MAUs & DAUs Milliers appareils (K) 200 280 360 440 520 600 Jan Fév Mars Avril Mai Juin Juillet Aout Sept Oct Nov Dec Jan Fév Mars Avril Mai Juin Juillet Aout Sept Oct Nov Dec Jan MAU DAU moyen 478 467 497 504 261 250 272 290 Lancement de la nouvelle App Mobile 29 Français
30. La Presse.ca — Utilisateurs mensuels engagés Moyenne MAU engagés — min. 12x /mois En milliers 200 300 400 500 600 700 800 Jan Fév Mars Avril Mai Juin Juillet Aout Sept Oct Nov Dec 339 341 341 318 323 325 331 351 341 360 334 355 416 451 429 407 381 374 425 519 651 634 346 360 Réel Budget 30 Français
31. @madmac 31 2000 2010 2020 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 275,000 350,000 470,000 350,000 230,000 275,000 Newsprint* Web* Mobile App La Presse+ *Newsprint base on weekly average — 2000 *Web ComScore After 133 years, La Presse 
 publishes final print edition ! December 30th, 2017 La Presse stops printing weekday editions December 31th, 2015 Launch of our first 
 Mobile App in 2010, 
 La Presse+ in 2013 La Presse — Daily Audience — 20 years
32. 4,6 ★★★★★ 77k review No 6 - news and magazines 350k/day 760k/month 275k/day 500k/month 4,6 ★★★★★ +100k review No 1 - news and magazines 
 RESULTS
33. @madmac 33 FROM DISRUPTION TO DISRUPTION Us (Still running) The market Disruptions
34. @madmac 34 1Pace of change is accelerating
35. @madmac 35 1963 1982 1978 2006 2007 2015 2010 1996 2000 1984*
36. @madmac 36 1963 2015
37. @madmac 37 Pace of change is accelerating
38. @madmac 38 120 years of Moore’s law Pace of change is accelerating
39. @madmac 39 Change is now truly a constant process, not an event!
40. @madmac 40 The career of your parents @madmac
41. @madmac 41 Your careers More changes Disruption @madmac
42. @madmac 42 « 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 ?
43. @madmac 43 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 Expected trajectory of performance improvement Performance improvement required by mainstream market
44. @madmac 44 How to assess disruptive technologies Source: https://jamesallworth.medium.com/intels-disruption-is-now-complete-d4fa771f0f2c TIME PERFORMANCE Incremental innovation Breakthrough innovation Always look like 
 a step backward!
45. @madmac 45 How to assess disruptive technologies Source: https://anitasmuran.medium.com/pc-life-after-apple-silicon-valley-218db75daf6e
46. @madmac 46
47. @madmac 47 smartphones Disruption = Rupture Real mobile web 
 & app store GSM & CDMA 
 2G Edge, 3G, 4G, LTE, 5G GPS, geolocation Cloud computing & big data
48. @madmac 48
49. @madmac 49 Disruption = Rupture
50. @madmac 50 Disruption = Rupture
51. @madmac 51 Disruption = Rupture @madmac
52. @madmac 52 Disruption = Rupture @madmac
53. @madmac 53 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
54. @madmac 54 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
55. @madmac 55 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
56. @madmac 56 TIME CHANGES We are here
57. @madmac 57 « 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
58. @madmac 58 2It’s a very long journey
59. @madmac 59 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
60. @madmac 60 • 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
61. @madmac 61 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?
62. @madmac 62 A shift in the mindset 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
63. @madmac 63 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
64. @madmac 64 Every member of the organisation Waiting 
 for a task In 
 action 
 toward 
 the vision 💪 🧠 💪💪 🧠 🧠 💪 🧠 Known recipe/Complicated world Innovative/Complex world
65. @madmac 65 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪 🧠 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 The new paradigm To thrive in the digital world Building something we know Innovate / inventing the future Known recipe/Complicated world Innovative/Complex world
66. @madmac 66 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 To thrive in the digital world Building something we know Innovate / inventing the future The new paradigm 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪 Known recipe/Complicated world Innovative/Complex world
67. @madmac 67 Which team has the best odds of winning? Solving new problems 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪
68. @madmac 68 • 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
69. @madmac 69 « 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
70. @madmac 70 3Will 
 before skills
71. @madmac 71 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
72. @madmac 72
73. @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 » 73 Adaptability 71% - Rebecca Wilson, Wed Jan 17th 2018 Recruitment International @madmac
74. @madmac 74 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
75. @madmac 75 « 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
76. @madmac 76 It’s an attitude ! An amazing opportunity if you have the will ! @madmac
77. @madmac 77 Nothing will kill a great employee faster than watching you tolerate a bad one. — Perry Belcher
78. @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 78
79. @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 79
80. @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.. » 80 @madmac
81. @madmac 81 4Visit the beginner’s valley often
82. @madmac 82 Pace of change is accelerating
83. @madmac 83 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
84. @madmac 84 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
85. @madmac 85 If you want to stay relevant, enjoy the beginner’s valley LONG-TERM SUCCESS DEPENDS ON YOUR ABILITY TO LEARN NEW SKILLS
86. @madmac 86 Learning is escalating an S-curve Mastery Time COMPETENCE Beginner Con fi dence Comfort Master
87. @madmac 87 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
88. @madmac 88 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 !
89. @madmac 89 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 Always look like a step backward !
90. @madmac 90 How to assess disruptive technologies Source: https://jamesallworth.medium.com/intels-disruption-is-now-complete-d4fa771f0f2c TIME PERFORMANCE Incremental innovation Breakthrough innovation Always look like 
 a step backward!
91. @madmac 91 I still fall — but I know I’ll survive! @madmac
92. @madmac 92 Is it my role to know everything? Not at all! My personal « paradigm shift » ?
93. @madmac 93 My personal « paradigm shift » ? from Learn-it-all Joe to Know-it-all Joe
94. @madmac 94 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
95. @madmac 95 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
96. @madmac 96 My new role: identify, protect and 
 put into action their (best) ideas Change of posture facing my teams @madmac
97. @madmac 97 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
98. @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. » 98 @madmac
99. @madmac 99 5Activating 
 all the brains around you
100. @madmac 100 Every member of the organisation Waiting 
 for a task In 
 action 
 toward 
 the vision 💪 🧠 💪💪 🧠 🧠 💪 🧠 Known recipe/Complicated world Innovative/Complex world
101. @madmac 101 The new leadership 💪 🧠 💪💪 🧠 🧠 💪 🧠 Tasks Context, 
 clarity 
 & goals Known recipe/Complicated world Innovative/Complex world
102. @madmac 102 💪💪💪 🧠 🧠 🧠 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
103. @madmac Action and collaboration 
 toward the same goal 103 Context and goals (not tasks): why is it so important ? @madmac
104. @madmac 104 Business and 
 Subject Matter Experts Engineering and 
 Design experts Solution Problem Everybody has an important role
105. @madmac 105 Wrong way: business designed the solution Solution Problem Engineering and 
 Design experts « Please create this solution for me… »
106. @madmac 106 @madmac
107. @madmac 107 Solution Solution Solution Solution Solution Solution Problem Engineering and 
 Design experts Engineering and 
 Design experts Right way: Business designed the problem to solve
108. @madmac 108 Magic: When engineers understand the problem to solve
109. @madmac 109 Magic: When engineers understand the problem to solve
110. @madmac 110
111. @madmac 111 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
112. @madmac - U N K N O W N « A great solution to a wrong problem will always fail! » 112 https://www.nngroup.com/articles/the-myth-of-the-genius-designer/
113. @madmac Here is the problem
 we are trying to solve… 113 Can you create
 this solution for us…
114. @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 The good business experts
115. @madmac 115 Here is my new role now: 
 Provide insight and understanding 
 to enable sound decisions Activating the brains around me
116. @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
117. @madmac 117 I put into action I decide the what! I know the how! The innovative leader I bring clarity
118. @madmac 118 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
119. @madmac 119 Building a « solving new problems » machine 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
120. @madmac 120 Building a « solving new problems » machine 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
121. @madmac 121 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 Building a « solving new problems » machine
122. @madmac 122 — 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 »
123. @madmac 123 6A shared common understanding Devenir une entreprise innovante
124. @madmac 124 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 »
125. @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 125 The 1 - 10 - 100 rule
126. @madmac 126 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 "
127. @madmac 127 My “wake-up” moment
128. @madmac 128 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
129. @madmac 129 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
130. @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 130
131. @madmac 131 Prototype Show Learn Desirabilit Viabilit Feasibilit Start here Learning through experiments Successful innovation 
 happens here!
132. @madmac 132 Idea Prototype Prototype Prototype Product 🙂 With luck
133. @madmac 133 Idea Prototype Prototype Prototype Product Idea Idea Idea Prototype Fake Less fake, more real Real stu f The real deal: Learning through experiments 🤩
134. @madmac 134 What can we do now 
 to test this new idea ? The new culture — Fake it till you make it —
135. @madmac 135 « 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
136. @madmac 136 7From vision to something real Devenir une entreprise innovante
137. @madmac 137 A very simple recipe Vision Alignment Strategies Learning + + +
138. @madmac 138 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 + + +
139. @madmac Vision with poor alignment
140. @madmac 140 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
141. @madmac 141 Vision, strategy et tactics
142. 142 Want Reality Goal Pool Experience Learn Adjust Results 
 Feedbacks 
 New Info Tactics Strategy & goal Strategy Formation Goal Selection waitbutwhy.com Vision, strategy et tactics
143. @madmac 143 Vision, strategy et tactics Experience Learn Adjust Results 
 Feedbacks 
 New Info Tactics Strategy & goal
144. @madmac 144 Tool 1 : a simple strategic plan
145. 145 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
146. @madmac Vision Tactics Strategies & goals 
 — 3 years Strategies & goals 
 — 1 year 146 Strategic planning
147. 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 1 147 What we want to be true in the future
148. 148 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 What we want to be true in the future Priority 1 year — 1 year plan
149. @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 3 149
150. 150 waitbutwhy.com S.M.T. Grid Experience Learn Adjust Results 
 Feedbacks 
 New Info Tactics Strategy & goal Vision, strategy et tactics
151. 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
152. 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
153. @madmac 153 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
154. @madmac 154 Tool 2 : iterate and learn fast
155. @madmac 155 “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?
156. 156 waitbutwhy.com Iterate 
 Agile Method. Experience Learn Adjust Results 
 Feedbacks 
 New Info Tactics Strategy & goal Vision, strategy et tactics
157. 157 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
158. 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
159. 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
160. 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 

161. Pourquoi l’agilité est si géniale ? Français
162. Pourquoi l’agilité est si géniale ? Data Data Data Data Data Data Français
163. Pourquoi l’agilité est si géniale ? Data Data Data Data Data Data Con fi ance Projections Correctifs Learning by iteration Français
165. 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
166. Définir incrément Livrer Apprendre De nouveaux outils pour réussir Prototyper Montrer Apprendre Expériences Apprendre Ajuster Résultats Feedback Nouvelle info Tactiques Stratégie et objectif Français
167. @madmac 167 8Building an innovative organization Devenir une entreprise innovante
168. Nous ne prendrons jamais de mauvaises décisions Français
169. 169 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
170. 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
171. 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
172. 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
173. Motivés à faire des essais Français
174. Motivés à faire des essais Français
175. 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
176. 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 Entreprises traditionnelles commencent encore ici Français
177. 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 In fl uence de l’agilité Français
178. @madmac 178 Changement de culture ORGANISATION Rôle où innovation requise (RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR Français
179. @madmac 179 Changement de culture ORGANISATION Rôle où innovation requise (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
180. @madmac 180 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
181. @madmac 181 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
182. @madmac 182 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
183. @madmac 183 Changement de culture ORGANISATION Rôle où innovation requise (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
184. @madmac 184 !Our 8 
 take aways
185. @madmac 8 lessons learned to inspire your journey 185 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
186. @madmac 186 @ Contacts & 
 References
187. @madmac 187 Connect with me Jean-Marc De Jonghe @madmac ca.linkedin.com/in/dejonghe speakerdeck.com/jdejongh
188. @madmac 188 Please give-me some feedbacks https://www.surveymonkey.com/r/8N9B6L2
189. @madmac 189 References • Crossing the Chasm (1991, revised 1999 and 2014), Geoffrey A. Moore • 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)