Innover et réussir dans un monde en perpétuel changement - SQI DGTI

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 12 septembre 2022 via Teams

Merci à M. Louis Laganière et Mélanie Labbé pour l'invitation

Transcript

1. INNOVER ET RÉUSSIR 
 DANS UN MONDE EN PERPÉTUEL CHANGEMENT JEAN-MARC DE JONGHE VP STRATÉGIES ET PRODUITS NUMÉRIQUES 
 LA PRESSE SQI DGTI 
 SEPTEMBRE 2022
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. IMPERMANENCE the state or fact of lasting for only a limited period of time
4. The market Our great products, systems, expertise, and business model IMPERMANENCE
5. Future proof? Anyone can optimize for today—you need to plan to deliver for tomorrow. Tomorrow is unknown, so by de fi nition, you’ll need to be highly fl exible and « upgradeable ».
6. @madmac 6 FROM DISRUPTION TO DISRUPTION Us (Still running) The market Disruptions
7. @madmac 1 7 A near death experience
8. 8 2003 llllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllllll Saisir le présent Montréal dimanche 12 octobre 2003 CAHIER-SOUVENIR INFOGRAPHIES UNEJOURNÉEDANS NOTRESALLE DERÉDACTION PAGE 15 MAQUETTE UNGUIDECOMPLET DENOTREREFONTE PAGES 23 À 26 NOUVELLESPRESSES: UNETECHNOLOGIE FASCINANTE PAGES 16, 17 c y b e r p r e s s e . c a PORTRAIT NOSLECTEURS AIMENTLEVÉLO PAGE 18 Ce montage, où on peut reconnaître le plongeur Alexandre Despatie aux Championnats du monde de plongeon, à Barcelone, fait partie de la campagne de promotion de la nouvelle Presse, tout comme la photo au dos de ce cahier-souvenir. Masters of print
9. La Presse — Print vs web Readers / month — 1000 0 750 1 500 2 250 3 000 1980 1982 1984 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 Web Monthly users Print Weekly readers We are invincible !
10. Owners of a costly infrastructure 
 very hard to copycat Talents & expertise Owners of the whole 
 distribution channel stack A great brand Customer’s trust & love Now with the web we have 
 more eyeballs than ever! We are invincible !
11. @madmac 11 Nobody can beat us at our own game! Surely nothing to worry about those clowns!
12. @madmac 12
13. @madmac 13 Barbarians ate our lunch!
14. A near death experience
15. @madmac 15 A near death experience
16. @madmac 16 Disruption = the great unbundle Classi fi ed Ads Career/Jobs Obituaries TV Guide Movies listing Inserts/coupons Real Estate Legal & public notice Display Ads
17. @madmac 17 @madmac
18. But what are we doing wrong?
19. Market Impact Organization Products Deliver value Capture value
20. @madmac 20 Easy path
22. 275k/day 500k/month 4,6 ★★★★★ +100k review No 1 - news and magazines 
 RESULTS
23. Meanwhile… Mobile devices exceed the desktop since November 2016 0 % 20 % 40 % 60 % 80 % 100 % 2012 2013 2014 2015 2016 2017 2018 Mobile & Tablette Desktop 90% 44% 10% 56%
24. 275k/day 500k/month 4,6 ★★★★★ +100k review No 1 - news and magazines 
 RESULTS
25. 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
26. @madmac 26 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
27. 27 2002 2012 2022 0 200 000 400 000 600 000 800 000 1 000 000 1 200 000 375 * Newsprint base on weekly average — 2000 ** 2010 Comscore / 2020 Web engagés (min. 12x/mois) La Presse — Daily Audience — 20 years
28. Advertising revenue per platform 2017* 2018 2019 2020 2021 2022* La Presse+ Web Mobile App * Dernière édition imprimée 30 décembre 2017 +10% +31% Nouvelle 
 App Mobile Mobile App 
 6x 2017’s ad revenue 
 +500% 1.5x 2017’s readership 
 +50% La Presse — Adverting revenue
29. Desktop & Mobile Web vs Mobile App janv-17 avr-17 juill-17 oct-17 janv-18 avr-18 juill-18 oct-18 janv-19 avr-19 juill-19 oct-19 janv-20 avr-20 juill-20 oct-20 janv-21 avr-21 juill-21 oct-21 janv-22 avr-22 juill-22 MOBILE WEB La Presse — Adverting revenue
30. 5M$ Readers contribution in 2021
31. Market Constant external changes will constantly 
 disrupt your business “fit.” Organization Products Deliver value Capture value
32. @madmac 32 Pace of change is accelerating
33. The market Our great products, systems, expertise, and business model IMPERMANENCE
34. @madmac 34 FROM DISRUPTION TO DISRUPTION Us (Still running) The market Disruptions
35. @madmac 35 2Will 
 before skills
36. @madmac 36 People 💃🕺 Success? 20% 80% Technology
37. @madmac 37 It’s about 
 the way you are 💃🕺 Not about 
 the way you code Success?
38. @madmac 38 Change is now truly a constant process, not an event!
39. Future proof? Anyone can optimize for today—you need to plan to deliver for tomorrow. Tomorrow is unknown, so by de fi nition, you’ll need to be highly fl exible and « upgradeable ».
40. @madmac 40 The career of your parents @madmac
41. @madmac 41 Your career More changes Disruption @madmac
42. @madmac 42 Pace of change is accelerating
43. @madmac 43 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 Your career
44. @madmac 44 Paradigm shift *Inspiré de « future of work — workplace evolution » by Praveen Ponnuru Tools Toolset Skills Skillset Mind Mindset Co ff re à outils Compétences Aptitudes Façon de penser Attitudes
45. @madmac 45 Workplace evolution *Inspiré de « future of work — workplace evolution » by Praveen Ponnuru Repeat the same process Change & Innovate Work from o ffi ce Remote hybrid work Work 9 to 5 Flexible hours Hoard information Create and share information Focus on pro fi t Focus on purpose Silos & hierarchies Collaboration & less tiers of leadership Privacy Transparency Controlling Empowering & enabling Delegation of tasks Give context & autonomy of functions Relies on email Collaborative technologies Hire managers Create leaders Focus on skills Focus on re-skill & up-skill Past Future Past solutions to new problems Learning by experimentation & iteration Survey customers Observing users
46. @madmac 46 « 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 Mindset — learning and embracing the new
47. @madmac 47 It’s an attitude ! An amazing opportunity if you have the right mindset ! @madmac
48. @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 48
49. @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 49
50. @madmac - P E T E R D R U C K E R « The only skill that is important in the 21st century is the skill of learning new skills. Everything else will become obsolete over time.. » 50 @madmac
51. @madmac 51 3Visit the beginner’s valley often
52. IMPERMANENCE the state or fact of lasting for only a limited period of time
53. @madmac 53 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
54. @madmac 54 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 STAY THE EXPERT AND BECOME OBSOLETE
55. @madmac 55 If you want to stay relevant, enjoy the beginner’s valley
56. @madmac 56 Learning is escalating an S-curve Mastery Time COMPETENCE Beginner Con fi dence Comfort Master
57. @madmac 57 0 Con fi dence SET OF COMPETENCES A To disrupt yourself… go ahead, jump ! Comfort zone SET OF COMPETENCES B 0 Con fi dence Scary zone
58. @madmac 58 The beginner’s valley 0 Con fi dence SET OF COMPETENCES A SET OF COMPETENCES B To disrupt yourself… go ahead, jump ! Comfort zone 0 Con fi dence Scary zone Always look like a step backward !
59. @madmac 59 The beginner’s valley 0 Con fi dence SET OF COMPETENCES A SET OF COMPETENCES B To disrupt yourself… go ahead, jump ! Comfort zone 0 Con fi dence Scary zone Make this zone safe
 for the team !
60. @madmac 60 I still fall — but I know I’ll survive! @madmac
61. Future proof? First, solve the problem. Then, write the code. – John Johnson
62. WHAT HAVE YOU LEARNED 
 THIS YEAR?
63. @madmac - E L O N M U S K « If Things Are Not Failing, You Are Not Innovating Enough. » 63 @madmac
64. @madmac 64 4A shared common understanding Devenir une entreprise innovante
65. Future proof? « First, solve the problem. Then, write the code. » – John Johnson
66. @madmac 66 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 »
67. @madmac 67 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 "
68. Weeks of coding can save you hours of understanding what the problem we're trying to solve is, where the business value is, why we really need to build something new.
69. @madmac 69 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
70. @madmac 70 It’s about 
 the way you are 💃🕺 Not about 
 the way you code Success?
71. @madmac 71 It’s about 
 the way you are 💃🕺 Not about 
 the way you code Success? How do you: • Collaborate? • Listen? • Open to change? • Learn new skills? • Adapt to new problems? • Experiment? • Focus on business value?
72. Future proof? « The craft of programming begins with empathy, not formatting or languages or tools or algorithms or data structures. » – Kent Beck
73. @madmac 73 « 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
74. @madmac 74 5Big & scary changes ahead!
75. MAKE NO BAD DECISIONS
76. Big & scary changes ahead!
77. We need to change everything!
78. They’re coming!
79. ANALYSIS PARALYSIS DO NOT CROSS ANALYSIS PARALYSIS DO NOT CROSS ANALYSIS PARALYSIS
80. @madmac 80 A vacuum pipes game
81. Once you understand the problem: start ! « The secret of getting ahead is getting started. The secret of getting started is breaking your complex overwhelming tasks into small manageable tasks, and then start on the fi rst one.” — Mark Twain
82. @madmac 82 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
83. Business value Today Tomorrow
84. I. C. E. IMPACT EASE CONFIDENCE GOALS STEPS IDEAS TASKS Manage pipelines of ideas Learn to manage pipelines of ideas • Business value? • Flexibility? • Future Proof? • What can we do now 
 to test this new idea ? • Fake it • Build, Show, Learn • Iterate • What need to be true? • What is missing? • Who can help us? • Let’s think out of the box
85. @madmac 85 What can we do now 
 to test this new idea ? The new culture — Fake it till you make it —
86. @madmac 86 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 Testing ideas = learning & building confidence
87. We need to change everything!
89. Chemistry management
90. Burndown chart
91. Treemap
92. Physical « Jira »
93. Making the invisible visible
94. @madmac 94 Inspiration Spotify: Squad health check model
95. Future proof? Anyone can optimize for today—you need to plan to deliver for tomorrow. Tomorrow is unknown, so by de fi nition, you’ll need to be highly fl exible and « upgradeable ».
96. 96 Have some fun! It’s the best time of your life!
97. @madmac 97 @ Contacts & 
 References
98. @madmac 98 Connect with me Jean-Marc De Jonghe @madmac ca.linkedin.com/in/dejonghe speakerdeck.com/jdejongh
99. @madmac 99 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)