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Innover et réussir
 dans un monde
 en perpétuel changement

Innover et réussir
 dans un monde
 en perpétuel changement

La vitesse du changement autour de nous est aujourd’hui vertigineuse.
La technologie, les marchés, les clients, les compétiteurs, les employés, etc. ; rien n’y échappe ! Pour survivre, nous sommes tous condamnés à s’adapter, innover et se transformer continuellement.

Mais le plus important de tous les changements sera probablement l’évolution des styles de leadership et l'arrivée d'une nouvelle génération de leaders dans nos entreprises: vous!

Lors de cette conférence, j’aimerais humblement vous partager mon expérience en tant que leader et témoin privilégié de la titanesque transformation de La Presse et de la création de ses produits innovateurs : l’édition numérique pour tablettes La Presse+, l'app Mobile et ses outils de création "Mobile first" afin de vous donnez des pistes qui -- je l'espère -- vous inspireront pour trouver les solutions innovantes à nos problèmes de demain.

Retour sur cette grandiose expérience et partage de mes leçons apprises.

Présentation faite le 26 août 2021 à Montréal
Pour l'édition 2021 de l'École d’été en ligne — ENAP — ESG UQAM
Merci à M. Benoit Chalifoux pour l'invitation

509dc3c8ba5b34a90874350c5a489890?s=128

Jean-Marc De Jonghe

August 25, 2021
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Transcript

  1. 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
  2. @madmac 2 Présentation d’aujourd'hui PDF

  3. @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
  4. @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
  5. @madmac 5 # Contexte

  6. @madmac 6

  7. @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
  8. @madmac 8 Personne ne peut nous concurrencer Surement pas ces

    clowns à 4000 km de Montréal!
  9. @madmac 9 2003

  10. @madmac 10

  11. @madmac 11 Le grand dém em brem ent 
 disruption

  12. @madmac 12 Disruption = le grand démembrement Petites annonces Emplois

    Nécrologie Télé-horaire Horaire Cinémas Encarts/coupons Immobilier Avis légaux Grandes annonces (notoriété)
  13. @madmac 13 Petites annonces Emplois Nécrologie Télé-horaire Horaire Cinémas Encarts/coupons

    Immobilier Avis légaux Grandes annonces (notoriété) Disruption = le grand démembrement
  14. None
  15. @madmac 15 🚀 On est peut-être pas éternels après tout!

    🏄 😬 Moi Notre entreprise invincible
  16. @madmac 16 2010

  17. CRÉATION DE NOUVEAUX 
 PRODUITS INNOVANTS et transformation complète d’une

    entreprise App Mobile 2019 Nouveau site web 2020 La Presse+ 2013
  18. @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
  19. @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. 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
  21. @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
  22. 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
  23. D’UNE DISRUPTION 
 À UNE AUTRE Nous/Moi Le marché Disruptions

  24. @madmac 24 ?Pourquoi 
 cette presentation ?

  25. @madmac 25 Pour vous

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

    in frenglish!
  27. @madmac 27 Ce que tout 
 le monde croit La

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

  29. @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
  30. @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!
  31. @madmac 31 Attention! 📻 Radio transistor Apprendre à innover, 


    à se transformer, 
 continuellement Transformation 
 numérique
  32. @madmac 32 Traditional Doing innovation once It’s a long journey

    Being innovative Quite Easy Really Hard
  33. @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
  34. @madmac How do you build and lead creative teams? 1

  35. @madmac Leadership in this new world 2

  36. @madmac 36 *Messages clés

  37. @madmac 37 Pace of change is accelerating

  38. @madmac 38 1963 1982 1978 2006 2007 2015 2010 1996

    2000 1984*
  39. @madmac 39 1963 2015

  40. @madmac 40 Change is now truly a constant process, not

    an event!
  41. @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 ?
  42. @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
  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 Always look like 
 a step backward!
  44. @madmac 44 How to assess disruptive technologies Source: https://anitasmuran.medium.com/pc-life-after-apple-silicon-valley-218db75daf6e

  45. @madmac 45

  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 Disruption = Rupture

  49. @madmac 49 Disruption = Rupture

  50. @madmac 50 Disruption = Rupture @madmac

  51. @madmac 51 Disruption = Rupture @madmac

  52. @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
  53. @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
  54. @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
  55. @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
  56. @madmac 56 The career of your parents @madmac

  57. @madmac 57 Your careers More changes Disruption @madmac

  58. @madmac 58

  59. @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
  60. @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
  61. @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
  62. @madmac 62 TIME CHANGES We are here

  63. @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
  64. @madmac 1 How do you build and lead creative teams?

  65. @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
  66. @madmac 66 MAIS QU’EST-CE QUE J’AI FAIT?!? Début 2010 je

    suis responsable du plus gros projet de ma vie !
  67. @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
  68. @madmac 68 If you want to stay relevant, enjoy the

    beginner’s valley LONG-TERM SUCCESS DEPENDS ON YOUR ABILITY TO LEARN NEW SKILLS
  69. @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
  70. @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
  71. @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
  72. @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
  73. @madmac 73 It’s an attitude ! @madmac

  74. @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
  75. @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
  76. @madmac 76 Learning is escalating an S-curve Mastery Time COMPETENCE

    Beginner Con fi dence Comfort Master
  77. @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
  78. @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 !
  79. @madmac 79 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 !
  80. @madmac 80 The new mindset How could we test this

    idea quickly? Fake Less fake, more real Real stu f
  81. @madmac 81 Prototype Show Learn Desirability Viability Feasibility Start here

    Learning through experiments Successful innovation 
 happens here!
  82. @madmac 82 Idea Prototype Prototype Prototype Product 🙂 The illusion

  83. @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 🤩
  84. @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
  85. @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
  86. @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
  87. @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.”
  88. @madmac 2 Leadership in this new world

  89. @madmac 89 My “wake-up” moment

  90. @madmac 90

  91. @madmac 91 I was the master of « my »

    domain 
 and knew all of our business process
  92. @madmac 92 I was champion of « here is how

    you should do it » Please! Not like this!
  93. @madmac 93 Master Jedi of knowing all the solutions 


    of our past problems Been there, done that!
  94. @madmac 94 You know, the know-it-all wiki-boss I’m the boss

    therefore I decide!
  95. @madmac 95 I’m the boss therefore I decide = I’m

    the bottleneck Big volume of decisions to make Delivered value Bottleneck
  96. @madmac Not very useful if you want to innovate 


    and solve new problems at scale 96 @madmac
  97. @madmac 97 I had no choice but to learn to

    disrupt myself!
  98. @madmac 98 Is it my role to know everything? Not

    at all! My personal « paradigm shift » ?
  99. @madmac Big problem #2 — The new world is not

    old world Predictable products 
 Predictable markets and customers Predictable business model Predictable means of production
  100. @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
  101. @madmac Action and collaboration 
 toward the same goal 101

    Context and goals (not tasks): why is it so important ? @madmac
  102. @madmac 102 ACTIVATING 
 THE BRAINS 
 AROUND YOU The

    ultimate skill
  103. @madmac 103 What is my role as a leader ?

    Solution Problem
  104. @madmac 104 Wrong way: leaders designed the solution Solution Problem

    Experts « Please create this solution for me… »
  105. @madmac 105 @madmac

  106. @madmac 106 Solution Solution Solution Solution Solution Solution Problem Experts

    Experts Right way: leaders focused on the problem to solve
  107. @madmac 107 Magic: When engineers understand the problem to solve

  108. @madmac 108 Magic: When engineers understand the problem to solve

  109. @madmac 109

  110. @madmac 110 Before urging to fi nd a solution,
 focus

    on understanding (to its core ) What is the problem
 you’re trying to solve?
  111. @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/
  112. @madmac Here is the problem
 we are trying to solve…

    112 Can you create
 this solution for us…
  113. @madmac 113 In the new world the leader 
 is

    not the expert of the solution!
  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 Great business leaders
  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 The new leadership 💪 🧠 💪💪 🧠 🧠

    💪 🧠 Tasks Context, 
 clarity 
 & goals Known recipe/Complicated world Innovative/Complex world
  119. @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
  120. @madmac 120 Every member of the organisation Waiting 
 for

    a task In 
 action 
 toward 
 the vision 💪 🧠 💪💪 🧠 🧠 💪 🧠 Known recipe/Complicated world Innovative/Complex world
  121. @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
  122. @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
  123. @madmac 123 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
  124. @madmac 124 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 Building a « solving

    new problems » machine
  125. @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 »
  126. @madmac 126 ? Vos questions

  127. @madmac 127 !Conclusion

  128. @madmac 128 My personal « paradigm shift » ? from

    Learn-it-all Joe to Know-it-all Joe
  129. @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
  130. @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
  131. @madmac 131 My new role: identify, protect and 
 put

    into action their (best) ideas Change of posture facing my teams @madmac
  132. @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
  133. @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
  134. @madmac 134 Connect with me Jean-Marc De Jonghe @madmac ca.linkedin.com/in/dejonghe

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

  136. @madmac 136 8Lessons 
 to inspire 
 your journey

  137. @madmac 137 1Pace of change is accelerating

  138. @madmac 138 1963 1982 1978 2006 2007 2015 2010 1996

    2000 1984*
  139. @madmac 139 1963 2015

  140. @madmac 140 Pace of change is accelerating

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

    is accelerating
  142. @madmac 142 Change is now truly a constant process, not

    an event!
  143. @madmac 143 The career of your parents @madmac

  144. @madmac 144 Your careers More changes Disruption @madmac

  145. @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 ?
  146. @madmac 146 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
  147. @madmac 147 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!
  148. @madmac 148 How to assess disruptive technologies Source: https://anitasmuran.medium.com/pc-life-after-apple-silicon-valley-218db75daf6e

  149. @madmac 149

  150. @madmac 150 smartphones Disruption = Rupture Real mobile web 


    & app store GSM & CDMA 
 2G Edge, 3G, 4G, LTE, 5G GPS, geolocation Cloud computing & big data
  151. @madmac 151

  152. @madmac 152 Disruption = Rupture

  153. @madmac 153 Disruption = Rupture

  154. @madmac 154 Disruption = Rupture @madmac

  155. @madmac 155 Disruption = Rupture @madmac

  156. @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
  157. @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
  158. @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
  159. @madmac 159 TIME CHANGES We are here

  160. @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
  161. @madmac 161 2It’s a very long journey

  162. @madmac The old world Predictable products 
 Predictable markets and

    customers Predictable business model Predictable means of production Stability Certainty Simplicity Clarity
  163. @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
  164. @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
  165. @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
  166. @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
  167. @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
  168. @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
  169. @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?
  170. @madmac 170 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
  171. @madmac 171 Every member of the organisation Waiting 
 for

    a task In 
 action 
 toward 
 the vision 💪 🧠 💪💪 🧠 🧠 💪 🧠 Known recipe/Complicated world Innovative/Complex world
  172. @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
  173. @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
  174. @madmac 174 Which team has the best odds of winning?

    Solving new problems 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪
  175. @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
  176. @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
  177. @madmac 177 3Will 
 before skills

  178. @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
  179. @madmac 179

  180. @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
  181. @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
  182. @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
  183. @madmac 183 It’s an attitude ! An amazing opportunity if

    you have the will ! @madmac
  184. @madmac 184 Nothing will kill a great employee faster than

    watching you tolerate a bad one. — Perry Belcher
  185. @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
  186. @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
  187. @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
  188. @madmac 188 4Visit the beginner’s valley often

  189. @madmac 189 Pace of change is accelerating

  190. @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
  191. @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
  192. @madmac 192 If you want to stay relevant, enjoy the

    beginner’s valley LONG-TERM SUCCESS DEPENDS ON YOUR ABILITY TO LEARN NEW SKILLS
  193. @madmac 193 Learning is escalating an S-curve Mastery Time COMPETENCE

    Beginner Con fi dence Comfort Master
  194. @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
  195. @madmac 195 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 !
  196. @madmac 196 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 !
  197. @madmac 197 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!
  198. @madmac 19 I still fall — but I know I’ll

    survive! @madmac
  199. @madmac 199 Is it my role to know everything? Not

    at all! My personal « paradigm shift » ?
  200. @madmac 200 My personal « paradigm shift » ? from

    Learn-it-all Joe to Know-it-all Joe
  201. @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
  202. @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
  203. @madmac 203 My new role: identify, protect and 
 put

    into action their (best) ideas Change of posture facing my teams @madmac
  204. @madmac 204 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
  205. @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
  206. @madmac 206 5Activating 
 all the brains around you

  207. @madmac 207 Every member of the organisation Waiting 
 for

    a task In 
 action 
 toward 
 the vision 💪 🧠 💪💪 🧠 🧠 💪 🧠 Known recipe/Complicated world Innovative/Complex world
  208. @madmac 208 The new leadership 💪 🧠 💪💪 🧠 🧠

    💪 🧠 Tasks Context, 
 clarity 
 & goals Known recipe/Complicated world Innovative/Complex world
  209. @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
  210. @madmac Action and collaboration 
 toward the same goal 210

    Context and goals (not tasks): why is it so important ? @madmac
  211. @madmac 211 ACTIVATING 
 THE BRAINS 
 AROUND YOU The

    ultimate skill
  212. @madmac 212 Business and 
 Subject Matter Experts Engineering and

    
 Design experts Solution Problem Everybody has an important role
  213. @madmac 213 Wrong way: business designed the solution Solution Problem

    Engineering and 
 Design experts « Please create this solution for me… »
  214. @madmac 214 @madmac

  215. @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
  216. @madmac 216 Magic: When engineers understand the problem to solve

  217. @madmac 217 Magic: When engineers understand the problem to solve

  218. @madmac 218

  219. @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
  220. @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/
  221. @madmac Here is the problem
 we are trying to solve…

    221 Can you create
 this solution for us…
  222. @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
  223. @madmac 223 Here is my new role now: 
 Provide

    insight and understanding 
 to enable sound decisions Activating the brains around me
  224. @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
  225. @madmac 225 I put into action I decide the what!

    I know the how! The innovative leader I bring clarity
  226. @madmac 226 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
  227. @madmac 227 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
  228. @madmac 228 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
  229. @madmac 229 💪 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 Building a « solving

    new problems » machine
  230. @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 »
  231. @madmac 231 6A shared common understanding Devenir une entreprise innovante

  232. @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 »
  233. @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
  234. @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 "
  235. @madmac 235 My “wake-up” moment

  236. @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
  237. @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
  238. @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
  239. @madmac 239 Prototype Show Learn Desirability Viability Feasibility Start here

    Learning through experiments Successful innovation 
 happens here!
  240. @madmac 240 Idea Prototype Prototype Prototype Product 🙂 With luck

  241. @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 🤩
  242. @madmac 242 What can we do now 
 to test

    this new idea ? The new culture — Fake it till you make it —
  243. @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
  244. @madmac 244 7From vision to something real Devenir une entreprise

    innovante
  245. @madmac 245 A very simple recipe Vision Alignment Strategies Learning

    + + +
  246. @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 + + +
  247. @madmac Vision with poor alignment

  248. @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
  249. @madmac 249 Vision, strategy et tactics

  250. 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
  251. @madmac 251 Vision, strategy et tactics Experience Learn Adjust Results

    
 Feedbacks 
 New Info Tactics Strategy & goal
  252. @madmac 252 Tool 1 : a simple strategic plan

  253. 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
  254. @madmac Vision Tactics Strategies & goals 
 — 3 years

    Strategies & goals 
 — 1 year 254 Strategic planning
  255. 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. 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
  257. @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. 258 waitbutwhy.com S.M.T. Grid Experience Learn Adjust Results 
 Feedbacks

    
 New Info Tactics Strategy & goal Vision, strategy et tactics
  259. 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
  260. 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
  261. @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
  262. @madmac 262 Tool 2 : iterate and learn fast

  263. @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. 264 waitbutwhy.com Iterate 
 Agile Method. Experience Learn Adjust Results

    
 Feedbacks 
 New Info Tactics Strategy & goal Vision, strategy et tactics
  265. 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
  266. 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
  267. 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
  268. 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 

  269. Pourquoi l’agilité est si géniale ? Français

  270. Pourquoi l’agilité est si géniale ? Data Data Data Data

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

    Data Data Con fi ance Projections Correctifs Learning by iteration Français
  272. None
  273. 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
  274. Définir incrément Livrer Apprendre De nouveaux outils pour réussir Prototyper

    Montrer Apprendre Expériences Apprendre Ajuster Résultats Feedback Nouvelle info Tactiques Stratégie et objectif Français
  275. @madmac 275 8Building an innovative organization Devenir une entreprise innovante

  276. Nous ne prendrons jamais de mauvaises décisions Français

  277. 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
  278. 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
  279. 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
  280. 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
  281. Motivés à faire des essais Français

  282. Motivés à faire des essais Français

  283. 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
  284. 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
  285. 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
  286. @madmac 286 Changement de culture ORGANISATION Rôle où innovation requise

    (RIR) Innovateur dans un RIR Rôle traditionnel, support Conservateur dans un RIR Français
  287. @madmac 287 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
  288. @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
  289. @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
  290. @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
  291. @madmac 291 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
  292. @madmac 292 !Our 8 
 take aways

  293. @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
  294. @madmac 294 @ Contacts & 
 References

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

    speakerdeck.com/jdejongh
  296. @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)