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

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…
5. 2010: What are we doing wrong? 5
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
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
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
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
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
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
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
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
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 $$$ Product
116. Idea Product Nope
117. « …an incomplete and unfinished copy of what may be a product, service, experience or a final material object. » Source: Jean-Marie Dru, 15 approches disruptives de l’innovation" (Ed. Pearson) Prototype
118. « What can we do quickly to test this assumption or idea? » Prototype
123. Idea Prototype Prototype Prototype Product $$$
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
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. »
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
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)