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Jump on the next curve McGill • Managing Innovation & Strategy • April 2019

Jump on the next curve McGill • Managing Innovation & Strategy • April 2019

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 transformation of La Presse and the creation of the revolutionary La Presse + application.

Presentation made in April 2019 at McGill University in a Managing Strategy & Innovation Class

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Jean-Marc De Jonghe

April 02, 2019
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Transcript

  1. JUMP ON THE
 NEXT CURVE JEAN-MARC DE JONGHE VP DIGITAL

    PRODUCTS, LA PRESSE MCGILL APRIL 2019
  2. Introduction 0

  3. 133 years! Established october 20th 1884…

  4. None
  5. 2010: What are we doing wrong? 5

  6. None
  7. P r e s e n t C u r

    v e D y i n g M i l k i n g 
 t h e c o w ( M a n y f i r m s ) 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 I n n o v a t i o n C u r v e
  8. None
  9. None
  10. None
  11. L A P R E S S E + A

    P R I L 2 0 1 6 +1 Million Downloads on iOS & Android
  12. L A P R E S S E + 5

    Y E A R S L AT E R 22 000+ ratings on the App Store 4.79/5
  13. 50 000 100 000 150 000 200 000 250 000

    300 000 Aug-13 Mar-14 Nov-14 Jul-15 Jul-16 Jul-17 Auj. 213,000 print copies at launch 275,000 
 daily unique devices 400,000
 weekly unique devices Still 300 new downloads everyday ! L A P R E S S E + D A I LY U N I Q U E D E V I C E S
  14. Texte d’introduction 14 0 15 30 45 60 Average time

    per device per day - La Presse+ WEEK DAYS SATURDAY SUNDAY 40
 MINUTES 52
 MINUTES 50
 MINUTES Mins L A P R E S S E + E N G A G E M E N T
  15. A F U L L O R G A N

    I Z AT I O N T R A N S F O R M AT I O N
  16. A F U L L O R G A N

    I Z AT I O N T R A N S F O R M AT I O N
  17. W H AT P E O P L E T

    H I N K W H AT R E A L LY H A P P E N E D
  18. Ideas are common, ideas are easy Ideas are cheap Execution

    is all that matters It takes a team to make it real -Casey Neistat, Chris Sacca, John Doerr, George R. R. Martin
  19. None
  20. idea something
 real Our focus should be here

  21. 5 learnings to inspire you 1. Will before skills 2.

    To innovate you need to be a beginner again and again 3. Avoid control, embrace context 4. Stop trying to imagine the perfect idea, discover it! 5. Getting started is to quit talking and begin doing!
  22. Digital transformation ?

  23. Traditional Doing Digital Being
 Digital

  24. • Data & experimentation driven • Innovation constante • De

    bas en haut • On émet des hypothèses, on pose
 des questions • Culture de
 l’expérimentation • L’important c’est d’apprendre rapidement • Le client est au centre • Un produit digital, des processus traditionnelles • Équipe numérique gérée en traditionnelle • On innove une fois • On pense connaitre les réponses par ce qu’on a déjà fait ça • Éliminer les risques et optimiser un processus • Toujours le même résultat • Formule éprouvée Traditional Doing Digital Being
 Digital
  25. 1Will
 before skills

  26. - M O H A M E D A L

    I « Champions aren’t made in gyms. Champions are made from something they have deep inside them : a desire, a dream, a vision.
 They have to have
 the skill, and the will. But the will must be stronger than the skill.»
  27. 1963 1982 1984* 1978 1996 2006 2007 2015 2010 2000

  28. 1963 2015

  29. Pace of change is accelerating

  30. None
  31. C H A N G E I S N O

    W T R U LY A C O N S TA N T P R O C E S S , N O T A N E V E N T
  32. The career of your parents

  33. Your careers More changes Disruption

  34. « 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
  35. Disruption

  36. Consequences ? Disruption

  37. 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
  38. None
  39. « 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 can call the shots. » Source: Skills Revolution 2.0 - ManpowerGroup We are in the midst of a Skills Revolution
  40. It’s an attitude ! An amazing opportunity if you have

    the will !
  41. Unicorns No thank you ! When recruiting or building your

    team S K I L L S W I L L
  42. Unicorns No thank you ! Soft Skills Hard Skills S

    K I L L S W I L L When recruiting or building your team
  43. Unicorns No thank you ! Soft Skills Hard Skills S

    K I L L S W I L L When recruiting or building your team
  44. Unicorns No thank you ! Soft Skills Hard Skills S

    K I L L S W I L L When recruiting or building your team
  45. With time become
 Relevant/Unicorns With time become
 Obsolete/Dinosaurs S K

    I L L S W I L L Soft Skills Hard Skills When recruiting or building your team
  46. - 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.. »
  47. 2To innovate you need to be a beginner again and

    again
  48. - M A H AT M A G A N

    D H I « You must be the change you wish to see in the world. »
  49. Pace of change is accelerating

  50. P r e s e n t C u r

    v e I n n o v a t i o n C u r v e D y i n g M i l k i n g 
 t h e c o w ( M a n y f i r m s ) 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
  51. P r e s e n t C u r

    v e I n n o v a t i o n C u r v e D y i n g M i l k i n g 
 t h e c o w ( M a n y f i r m s ) 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 STAY THE MASTER AND BECOME OBSOLETE
  52. P r e s e n t C u r

    v e I n n o v a t i o n C u r v e D y i n g M i l k i n g 
 t h e c o w ( M a n y f i r m s ) 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 STAY THE MASTER AND BECOME OBSOLETE
  53. P r e s e n t C u r

    v e I n n o v a t i o n C u r v e D y i n g M i l k i n g 
 t h e c o w ( M a n y f i r m s ) 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 BEGINNER'S VALLEY STAY THE MASTER AND BECOME OBSOLETE
  54. If you want to stay relevant,
 the beginner’s valley is

    a must
  55. Learning is escalating an S-curve Mastery Time COMPETENCE

  56. Learning is escalating an S-curve Mastery Time COMPETENCE Confidence Jedi

    Beginner Padawan Comfort zone Anakin Master Yoda
  57. Master 0 Confidence Master 0 Confidence SET OF COMPETENCES A

    SET OF COMPETENCES A To disrupt yourself… go ahead, jump ! Comfort zone
  58. Master 0 Confidence Master 0 Confidence SET OF COMPETENCES A

    SET OF COMPETENCES A To disrupt yourself… go ahead, jump ! Comfort zone Always look like a step backward !
  59. Master 0 Confidence Master 0 Confidence SET OF COMPETENCES A

    SET OF COMPETENCES A To disrupt yourself… go ahead, jump ! Comfort zone The beginner’s valley
  60. Master 0 Confidence Master 0 Confidence SET OF COMPETENCES A

    SET OF COMPETENCES A To disrupt yourself… go ahead, jump ! Comfort zone The beginner’s valley As a leader make this zone always safe for your team !
  61. Hello, my name is Jean-Marc
 I was a complete control

    freak
 and master of all our business processes
  62. Mr. « Been there, done that ! » Not like

    this, let me show you how…
  63. Translation: master Jedi of knowing all the solutions
 of our

    past problems
  64. Not useful at all if you want to innovate and

    solve new problems Yesterday Tomorrow
  65. None
  66. I’m the boss therefore I decide = I’m the bottleneck

    Big volume of decision to make Bottleneck Delivered value
  67. I had no choice but to learn to disrupt myself

  68. My first « paradigm shift » ? from creator curator

    to
  69. Everything is about
 my ideas Identifying and being the protector

    of
 the best ideas Creator Curator to My first « paradigm shift » ?
  70. Change of posture facing my teams

  71. They are the pros They are closer to the problems

    They have great ideas They are in the best position
 to find the solutions I am in the best position
 to be the curator Change of posture facing my teams
  72. My new role: identify and
 put into action their (best)

    ideas Change of posture facing my teams
  73. Innovative leader: from creator to curator Top-Down Leadership Alignment and

    context leadership I decide I put into action Past To be
  74. Avoid control, embrace context 3

  75. « Great things in business are never done by one

    person. They're done by a team of people. » - S T E V E J O B S
  76. ACTIVATING 
 THE BRAINS
 AROUND YOU The ultimate skill

  77. Putting everybody into action toward the same goal

  78. Innovative leader: from creator to curator Top-Down Leadership Alignment and

    context leadership I decide I put into action Before Now
  79. a.

  80. - A L B E RT E I N S

    T E I N « If you can’t explain it simply, you don’t understand it well enough. »
  81. Method A : you as the expert of everything Solution

    Problem
  82. Solution Expert Problem Method A : you as the expert

    of everything
  83. None
  84. Problem Method B : you as the expert of the

    problem
  85. Problem Method B : you as the expert of the

    problem
  86. Problem Expert Expert Method B : you as the expert

    of the problem
  87. Problem Solution Solution Solution Solution Solution Solution Solution Expert Expert

    Method B : you as the expert of the problem
  88. None
  89. - B I A S R E S E A

    R C H E R D A N I E L K A H N E M A N « We’re blind to our blindness. We have very little idea of how little we know. We’re not designed to know
 how little we know. »
  90. Before urging to find a solution, focus on understanding
 (to

    its core) what is the problem you’re trying to solve
  91. 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 innovators
  92. b.

  93. - A N TO I N E D E S

    A I N T- E X U P É RY « If you want to build a ship, don't drum up people to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea. »
  94. Be the expert of giving context and alignment

  95. Pace of change is accelerating

  96. H I G H A U TO N O M

    Y L O W A U TO N O M Y Inspiration : Stephen Bungay, « Art of action » Alignment and autonomy L O W 
 A L I G N M E N T H I G H A L I G N M E N T
  97. Organization:
 Micro-Managed Culture:
 Indifference Organization:
 Start-ups Culture:
 Chaos H I

    G H A U TO N O M Y L O W A U TO N O M Y I hope someone is working on the problem! Inspiration : Stephen Bungay, « Art of action » Shut-up and follow orders! Alignment and autonomy L O W 
 A L I G N M E N T H I G H A L I G N M E N T
  98. Organization:
 Authoritarian Culture:
 Conformism Organization:
 Micro-Managed Culture:
 Indifference Organization:
 Start-ups

    Culture:
 Chaos H I G H A U TO N O M Y L O W A U TO N O M Y I hope someone is working on the problem! Inspiration : Stephen Bungay, « Art of action » Shut-up and follow orders! Build me a sail ship ASAP ! We need to cross the ocean ⭐ Alignment and autonomy L O W 
 A L I G N M E N T H I G H A L I G N M E N T
  99. Organization:
 Authoritarian Culture:
 Conformism Organization:
 Innovative Culture:
 Collaboration Organization:
 Micro-Managed

    Culture:
 Indifference Organization:
 Start-ups Culture:
 Chaos H I G H A U TO N O M Y L O W 
 A L I G N M E N T L O W A U TO N O M Y I hope someone is working on the problem! Inspiration : Stephen Bungay, « Art of action » Shut-up and follow orders! Build me a sail ship ASAP ! We need to cross the ocean Figure out how ! We need to cross the ocean ⭐ ⭐ Alignment and autonomy H I G H A L I G N M E N T
  100. H I G H A U TO N O M

    Y L O W A U TO N O M Y Inspiration : Stephen Bungay, « Art of action » Which team will do best ? ⭐ ⭐ L O W 
 A L I G N M E N T H I G H A L I G N M E N T
  101. ACTIVATE EVERY BRAIN AROUND YOU

  102. ALL THOSE BRAINS AROUND YOU

  103. ACTIVATE THEM !

  104. PROVIDE INSIGHT AND UNDERSTANDING TO ENABLESOUND DECISIONS 
 BE THE

    EXPERT OF GIVING CONTEXT AND ALIGNMENT
  105. FOCUS ON THE PROBLEM
 YOU’RE TRYING TO SOLVE DONT BRING

    YOUR SOLUTION
  106. Biggest difference ? Product/service built with control
 and your solution

    Product/service built with context and
 a team contribution
  107. Provide insight and understanding to enable
 sound decisions Your job

    as a leader in this new world
  108. Stop trying to imagine the perfect idea, Discover it! 4

  109. – W I N S TO N C H U

    R C H I L L « Success consists of stumbling from failure to failure with no loss of enthusiasm »
  110. The perfect idea

  111. None
  112. idea something
 real Our focus should be here

  113. Here is my idea!

  114. W H AT P E O P L E T

    H I N K W H AT R E A L LY H A P P E N E D Innovation and success
  115. Idea $$$ Product

  116. Idea Product Nope

  117. « …an incomplete and unfinished copy of what may be

    a product, service, experience or a final material object. » Source: Jean-Marie Dru, 15 approches disruptives de l’innovation" (Ed. Pearson) Prototype
  118. « What can we do quickly to test this assumption

    or idea? » Prototype
  119. None
  120. None
  121. None
  122. None
  123. Idea Prototype Prototype Prototype Product $$$

  124. Idea Prototype Prototype Prototype Product With luck

  125. Idea Prototype Prototype Prototype Product $$$ Idea Idea Idea Prototype

  126. Idea Prototype Prototype Prototype Product Idea Idea Idea Prototype The

    reality
  127. Idea Prototype Prototype Prototype Product Idea Idea Idea Prototype The

    reality Fake Less fake, more real Real
  128. Our innovation workflow Fake

  129. Save time and money building the right things 1. Test

    ideas Make the experience of your product better Learn and find new opportunities 2. Get new ideas Two reasons to prototype
  130. None
  131. The biggest reward for prototyping « … 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. » -Steven Sinofsky
  132. Getting started is to quit talking and begin doing! 5

  133. – WA LT D I S N E Y «

    The way to get started is to quit talking and begin doing. »
  134. None
  135. My new role: identify and
 put into action their (best)

    ideas
  136. Where is Charlie the perfect idea ?

  137. 1 2 3 Fake Show Learn A simple method to

    find unicorns
  138. 1 2 3 Experiment Measure Pivot A simple method to

    find unicorns
  139. Everybody participate

  140. Everyone has its own post-it moment Here is the problem

    we are trying to solve, any ideas ?
  141. Everyone has its own post-it moment Here is the problem

    we are trying to solve, any ideas ?
  142. My team’s ideas each time we do it!

  143. Damn! Ideas are SO easy! Which one we’ll choose?

  144. L O W VA L U E E F F

    O R T O R C O S T H I G H VA L U E Sorting ideas
  145. Money pit Quick wins L O W VA L U

    E E F F O R T O R C O S T H I G H VA L U E Sorting ideas
  146. ROI = VAL / EFF * R O I =

    R E T U R N O N I N V E S T M E N T Sorting ideas
  147. ROI = VAL / EFF Step 1 : Determine The

    Value * R O I = R E T U R N O N I N V E S T M E N T Value
  148. Distribute money to everyone

  149. x 1 x 2 x 2 x 2 F O

    R C E T H E M TO C H O O S E Pro tip M A K E S U R E T H E Y CA N ’ T S P L I T 
 T H E M O N E Y E Q UA L LY
  150. Let the money speak!

  151. ROI = VAL / EFF Step 2 : determining the

    effort Effort or costs * R O I = R E T U R N O N I N V E S T M E N T
  152. W H AT W I L L B E T

    H E E F F O RT TO R E A L I Z E 
 (O R T R Y) T H I S I D E A ? Ask the people who are going to get us there
  153. You can use the money as a representation of the

    cost
  154. Often ideas are great but too large

  155. Slice them in more manageable pieces of “potentially shippable” product

  156. Money pit Quick wins L O W VA L U

    E E F F O R T O R C O S T H I G H VA L U E Sorting ideas
  157. Start doing !

  158. 1 2 3 Fake Show Learn A simple method to

    find unicorns
  159. 2 years roadmap Five-year plan Do not try to be

    a fortune-teller
  160. Instead focus on the 3 next steps/ideas/initiatives 1. 2. 3.

  161. And repeat the process every 3 to 6 months

  162. 5 learnings to inspire you 1. Will before skills 2.

    To innovate you need to be a beginner again and again 3. Avoid control, embrace context 4. Stop trying to imagine the perfect idea, discover it! 5. Getting started is to quit talking and begin doing!
  163. Take away 9

  164. a. Pace of change is accelerating TIME CHANGE We are

    here
  165. b. To stay relevant, embrace the beginner’s valley

  166. c. The will must be stronger than the skill

  167. d. Innovative leader: from creator to curator Top-to-bottom Leadership Alignment

    and context leadership I decide I put into action Past To be
  168. e. Fall in love with the problem you’re trying to

    solve ❤
  169. f. How to be an innovative leader Be the expert

    of giving context, alignment and autonomy
  170. g. Don’t wait for the perfect idea

  171. h. Quit talking and begin doing! « What can we

    do quickly to test this assumption or idea? »
  172. i. A simple method to find true unicorns 1 2

    3 Fake Show Learn
  173. Inspirational leaders Will You need a team Leadership Success Master

    the problem Action
  174. None
  175. Connect with me Jean-Marc De Jonghe @madmac ca.linkedin.com/in/dejonghe speakerdeck.com/jdejongh

  176. 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)