THE INNOVATOR’S MINDSET LEADING THROUGH AN ERA OF EXPONENTIAL CHANGE JEAN-MARC DE JONGHE LA PRESSE MONTREAL – OCTOBER 2024 🧠

@madmac 2 • Medias — 1995 • La Presse — 2003 • VP Digital Product & Strategy — 2010 • Led La Presse’s digital transformation, creation of La Presse+ and our award wining Mobile App Jean-Marc De Jonghe VP Digital Product & Strategy

3 My mission today 💉

@madmac 4 FROM DISRUPTION TO DISRUPTION Us (Still running) The market Disruptions Agile

5 Agenda •High-level look on La Presse’s transformation •5 learnings to inspire your journey

@madmac 6 HIGH-LEVEL LOOK ON OUR TRANSFORMATION

7 A radical transformation 1955

8 2003 A radical transformation

9 2004 A radical transformation

10 2004 A radical transformation

11 2007 A radical transformation

12 2010 A radical transformation

13 2013 A radical transformation

14 Today A radical transformation

15 The speed of change is accelerating Impact of changes Analog PC Computer 1884 1990 Internet 2000 2010 2020 Social AI https://www.digitaltransformationbook.com/the-speed-of-change-4-waves-of-digital-acceleration/ Mobile <- +100 yrs -> Cloud & big data

16 La Presse — 1955-2003 La Presse — Today A radical transformation

17 Traditional organization Digital & innovative organization There is a durable and reproducible recipe There is no sustainable recipe except adaptability and agility New World Old World A radical transformation

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

19 Daily Audience 2002 2012 2022 0 200 000 400 000 600 000 800 000 1 000 000 1 200 000 375 275 470 350 30 230 255 Newsprint* Web** La Presse+ Mobile App Competitive advantages *Newsprint base on weekly average — 2000 *Web ComScore

While in our industry...

21 Ad Revenue Readers and advertiser’s revenue La Presse's revenues are increasing

@madmac 22 FROM DISRUPTION TO DISRUPTION Us (Still running) The market Disruptions Agile

5 LEARNINGS TO INSPIRE YOUR JOURNEY 23

1. Pace of change is accelerating 24

25 Speed and impacts of change « We tend to overestimate what we can do in the near future and grossly underestimate what can be done in the distant future. This is because the human imagination extrapolates in a straight line, while real world events develop exponentially. (like compound interest) » – Arthur C. Clarke

What actually happen 26 Results / performance Time Atomic Habits, James Clear What you think should happen A mirage Speed and impacts of change

27 Résultats / performance Temps Atomic Habits, James Clear Speed and impacts of change

28 Résultats / performance Temps Atomic Habits, James Clear Speed and impacts of change

29 1930: we imagine the smartphone… https://rarehistoricalphotos.com/retro-future-predictions/

30 1950: we imagine a View master … Waze https://rarehistoricalphotos.com/retro-future-predictions/

31 1960: we imagine the newspaper of the future… https://rarehistoricalphotos.com/retro-future-predictions/

32 Imagine the TV of the future?

33 The television of the future will be both the TV... ... and the studio so that everyone can create his own show! Imagine the TV of the future?

34

@madmac Utilisateurs d'ordinateurs dans le monde (milliards) 35 0,5 G 1,5 G 4,5 G 5 G iPhone From exciting to universal

@madmac 36 Adoption rate

Impact of covid in our work space

@madmac 38 Chart of the century: Days from 1m to 100m users

@madmac 39 Chart of the century: Days from 1m to 100m users

IMPERMANENCE The state or the fact of lasting only for a limited period of time

IMPERMANENCE The state or the fact of lasting only for a limited period of time There is a sustainable recipe and reproducible STANDARDIZATION There is no sustainable recipe otherwise that adaptability and agility ADAPTATION & EXPERIMENT

Le marché Nos magnifiques produits, services, process, principes et notre modèle d’affaires Impermanence

What actually happen 43 Results / performance Time Atomic Habits, James Clear What you think should happen A mirage Speed and impacts of change We must prepare our organizations, our teams and ourselves for here

•Change is now truly a constant process, not an event! • We are very bad at predicting it To remember

2. Escaping from old ideas is really hard 45

46 The difficulty « The difficulty lies not in the new ideas, but in escaping the old ones, which ramify, for those brought up as most of us have been, into every corner of our minds. » — John Maynard Keynes

@madmac 47 Monkey Trap

48 What is your banana?

49 I know how it works! I’m an expert!

@madmac

51 « The greatest danger in times of turbulence is not turbulence itself, but to act with yesterday's logic » – Peter Drucker Speed and impacts of change

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53 2002: An advice that saves me « Let the sheep piss! »

For many, change is really scary

@madmac 55 🐑 « Let the sheep piss! » Everyone has their own rhythm We start with those who are ready to give up their comfort zones Then we use them as ambassadors of change!

The early adopters as ambassadors of change

@madmac 57 🦕 🐄 🦅 🐎 🦒 🦍 🐝 🐅 🦇 🐘 🐇 🐛 🦆 🐌 Those who prefer complete, proven and risk-free solutions Those open to change And to the novelty From all walks of life Di ff erent from you Diversity & multidisciplinary = more points of view, more original solutions, fewer blind spots The early adopters as ambassadors of change chasm

@madmac 58 innovation-adoption impact the big scary chasm 2,5% 13% innovators early adopters niche market 34% 34% 16% early majority late majority laggards mass market Crossing the Chasm (1991, revised 1999 and 2014), Geoffrey A. Moore The early adopters as ambassadors of change

S2 Early majority S1 Innovators & early adopters S4 Laggards S3 Late majority LA PRESSE’S READERS IPAD OWNERS? No Yes Yes No L A P R E S S E + A C Q U I S I T I O N ST R AT E G I E S The early adopters as ambassadors of change

Understand all the user’s needs

Same strategy with your customers For your customers: how could you leverage your early adopters to influence the early and late majority?

3. Will before skills 62

@madmac 63 The career of your parents @madmac

@madmac 64 Your careers More changes Disruption @madmac

@madmac 65 Five years from now, over one- third of skills (35%) that are considered important in today’s workforce will have changed Disruption Source: Skills Revolution 2.0 - ManpowerGroup

@madmac 66 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

@madmac Unicorns No thank you ! When recruiting or building your dream team S K I L L S W I L L Soft Skills Hard Skills 67

@madmac With time Relevant With time Obsolete S K I L L S W I L L Soft Skills Hard Skills 68 When recruiting or building your dream team

Not a question of age! Attitude

4. The world of work is also changing 70

@madmac 71 What is really happening

@madmac 72 Recruiting What will my tasks be? What will be my conditions? Retirement program? I'm joining a beautiful company! Money 💰 and 🦺 security Past Making a good pay What will my team be? What will I contribute to? Training program? How will you use my talent? 📈 Impacts, contributions, learning, personal growth New world Making a di ff erence!

@madmac 73 Evolution of work *Inspired de « future of work — workplace evolution » by Praveen Ponnuru Past New world Repeating and improving the same recipe Embrace change and innovation Skills and know-how Attitude and will Accumulate knowledge Creating and sharing knowledge Building on consensus and old success Experimentation, learning, data driven, customer proof Probe customers Observe users Silos and hierarchies Small multidisciplinary teams Control Con fi dence, supporting, autonomy, empowering Secret Transparency Give tasks Give context Hiring leaders Creating leaders Email Collaboration technologies 9 to 5 Flexible hours At the o ff i ce Everywhere Making pro fi ts Making a dent in the universe Capturing value Focused on creating customer value

@madmac 74 World of work: important transition Tools Toolset Skills Skillset Mind Mindset 🍌

@madmac 75 In a world where everything changes so quickly Individuals + Mind Mindset Adaptability + Ignited by the new problems Focused on customer value

@madmac 71% of recruiters surveyed quali fi ed adaptability - the ability to adapt to change - as the most valuable skill for the career of all candidates in the coming years 76 Adaptability – Rebecca Wilson, Wed Jan 17th 2018 Recruitment International @madmac

5. All organizations and everyone can succeed 77

78 « If you don't take change by the hand, it will take you by the throat. » – Winston Churchill Speed and impacts of change

The big challenge: to innovate while we operate

80 Agile Operate change without interruption?

81 An agile organization Definition of Agile « An agile organization is not fixed in its processes. It is able to adapt quickly to unforeseen changes (reactively) and new trends that are emerging ( proactively) in its sector while maintaining strategic, operational and human continuity. » Much more We should be thinking about that much more broadly and that organizational agility means much more than just agile with a capital A and developing software. – Slack

@madmac 82 A great example: Tesla factories

@madmac 83 2018: production hell Amid "production hell," Tesla built a gigantic tent outside its Fremont, Calif. headquarters for Model 3 manufacturing over fl ow.

@madmac 84

@madmac 85

@madmac 86 3 years later

@madmac 87

@madmac 88 Old design

@madmac 89 New design

@madmac 90 January 2022 Tesla now operates the most productive car factory in the US Tesla’s Fremont factory in Fremont, California: 8,550 cars a week https://electrek.co/2022/01/24/tesla-operates-most-productive-car-factory-us/

Operations — building and optimizing the known Innovations — Invent and create the future 🧠 💪💪 💪💪💪💪 💪💪💪💪💪💪 💪💪💪💪💪💪💪💪 🧠 🧠🧠 🧠🧠🧠🧠 🧠🧠🧠🧠🧠🧠 Leadership paradigm Not the same world = not the same leaders

@madmac 92 Technologies People with the will 💃🕺 Keys to our success? 20% 80%

@madmac 93 New technology New solution Why innovate, why change? ⚠ Important problem to solve 💎 Value for our customers 💪 Competitive advantage Relevance in society Better succeed in our mission 💃🕺 New capabilities New skills

How leaders can prepare for the day after tomorrow?

How leaders can prepare for the day after tomorrow? Time Attention Budget Talent Value creation Today Tomorrow The day after tomorrow Current value Future value Long term value SOY Negative value Peter Hinssen – The Phoenix and the unicorn, Nexworks, 2020

96 How much Time Attention Budget Talent do you devote to the after tomorrow?

What actually happen 97 Results / performance Time Atomic Habits, James Clear What you think should happen A mirage Where will you be the day after tomorrow? Here? Here?

CONCLUSION 98

@madmac 5 learnings to inspire your journey 99 1. Pace of change is accelerating 2.Escaping from old ideas is really hard What is your banana? 3.Will before skills 4.The world of work is also changing 5.All organizations can succeed!

100 Why innovate & prepare for the day after tomorrow? •Innovate to create competitive advantages and offer added value to customers. •Innovate to remain relevant in our market and in society •Innovating because - in a constantly changing world - our winning recipe of today is what will prevent us from being winners in the world of tomorrow

101 Principles One Mindset and 6 principles Mindset Embrace change rather than fear it, question our concepts and winning recipes that have brought us so far. At first we are poorly positioned and biased precisely because we have been so successful in the past. 1. Experimentation & learnings 2. Customer value & Iterate 3. Willingness (and courage) to put oneself in positions of failing and trying the new 4. Mobilized and aligned – to be future proof 5. Common and shared understanding of the goal: what will our success look like? 6. New world implies new kind of leadership: engage and mobilize all the brains around you!

QUESTIONS? 102

FEEDBACKS & REFERENCES 103

@madmac 104 Jean-Marc De Jonghe ca.linkedin.com/in/dejonghe speakerdeck.com/jdejongh Keep in touch with me orizon.ca/profile/jean-marc-de-jonghe.html

@madmac 105 Give me some feedbacks https://forms.o ffi ce.com/r/568ZekRvY9

@madmac 106 • Crossing the Chasm (1991, revised 1999 and 2014), Geoffrey A. Moore • Creativity Inc (2014, Random House Canada), Ed Catmull with Amy Wallace • Being Digital, Nicolas Negroponte (Knopf 1995) • 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 • ICE Score all you need to know Itamar Gilad https://itamargilad.com/ice-scores/ • The Phoenix and the Unicorn, Peter Hinssen (2020 nexxworks) • 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) References

@madmac 107 • Crossing the Chasm (1991, revised 1999 and 2014), Geoffrey A. Moore • Creativity Inc (2014, Random House Canada), Ed Catmull with Amy Wallace • Being Digital, Nicolas Negroponte (Knopf 1995) • The Phoenix and the Unicorn, Peter Hinssen (2020 nexxworks) Books to inspire your journey