This document provides information about Michel Duchateau, an entrepreneur, trainer, and coach focused on innovation, entrepreneurship, and startups. It discusses his background founding a consultancy, facilitating numerous Startup Weekend events across Europe, and collaborating with various organizations. It also promotes an upcoming event on developing a lean and curious corporate culture through innovation.
8. Corporate or Startup ?
• A company is a permanent organization designed
to execute a repeatable and scalable business
model.
9. Corporate or Startup ?
• A company is a permanent organization designed
to execute a repeatable and scalable business
model.
• A startup is a temporary organization designed to
search for a repeatable and scalable business
model.
Steve Blank
10. Corporate need innovation
• “Our management structure has so many
financial, legal and HR hurdles that every
initiative needs to match our existing
business financial metrics, processes and
procedures.”
11. Corporate need innovation
• “Our management structure has so many
financial, legal and HR hurdles that every
initiative needs to match our existing
business financial metrics, processes and
procedures.”
• “More agile competitors are starting to eat
into our business.“
• “Some of them are startups!”
• “Our founders built a company known for
taking risks and moving fast.”
Steve Blank’s blog, 11.03.2015
12. Company Lifecycle
Ichak Adizes’ model
paEi
Paei
PaEi
pAEi
PAEi
PAeI
pA_I
_A_I
_A__
____
P :
Production
A :
Administration
E :
Entrepreneurship
I :
Integration
Source : hbp://www.adizes.com/lifecycle/
13. The 30 key obstacles
to innovation
Lack of a shared
vision, purpose and/
or strategy
Short-‐‑term thinking/
focus
Lack of time,
resources or staff
Lack of “spec time”
to develop new ideas
and opportunities
Innovation not
articulated as a
company-‐‑wide
commitment
Lack of ownership
by senior leaders
Leadership expects
payoff sooner than is
realistic
Lack of a systematic
innovation process
Management
incentives are not
structured to reward
innovation
No reward and
recognition program
Constantly shifting
priorities
Belief that
innovation is
inherently risky
Lack of systematic
innovation process
Internal process
focus rather than
external customer
focus
Inadequate
understanding of
customers
Focus on successes
of the past rather
than the challenges
of the future
Unwillingness to
change in the
absence of a burning
platform
Unwillingness to
acknowledge and
learn from past
“failures”
Politics – efforts to
sustain the status
quo to support
entrenched interests
Rewarding crisis
management rather
than crisis
prevention
Hierarchy – over-‐‑
management and
review of new ideas
Micromanagement
Under-‐‑funding of
new ideas in the
name of sustaining
current efforts
Fear that criticizing
current practices and
commitments is a
high-‐‑risk activity
Risk aversion
Addiction to left-‐‑
brained, analytical
thinking
Absence of user-‐‑
friendly idea
management
processes
Innovation not part
of the performance
review process
Lack of skillful
brainstorm
facilitation
No creative thinking
training
Source : h*p://www.torbenrick.eu/blog/strategy/30-‐‑key-‐‑obstacles-‐‑to-‐‑innovation/
14. The Top 5 key obstacles
to innovation
Belief that innovation is inherently risky, fear to fail
No time, resources or staff
Innovation not in the strategy
No systematic innovation process
No reward and recognition program
15.
16. « Lean culture » ?
ü Startups thrive in extreme uncertainty.
ü The future is unpredictable, customers
face a growing array of alternatives, and
the pace of change is ever increasing.
ü Startups do not use standard forecasts,
product milestones, and detailed business
plans
ü In a large company “fear of failure” inhibits
speed and risk taking while in a startup
“fear of failure” drives speed and urgency
#Effectuation #IterativeApproach #CustomerDevelopment
#DesignThinking #BusinessModelGeneration #ValuePropositionDesign
17. Lean Startup is a movement
It is a state of mind to have when you want to create
an innovative company, or when you want to put
innovation in an existing business.
• Not a method
• Not a software
development
framework
17
#miduchateau
18. From Lean to Lean Startup
T
2010 : « Business Model Generation » A. Osterwalder, Y. Pigneur, A. Smith
2011 : « The Lean Startup », Eric Ries
1988 : « Triumph of the Lean Production System », J. Krafcik
1996 : « Lean Thinking », J. P. Womack, D. T. Jones
1990 : « The Machine That Changed The World », J. P. Womack, D. T. Jones & D. Roos
1911 : « Principles of Scientific Management », Taylor
1936 : « Kaizen », Toyota
2005 : « The Four Steps to the Epiphany » S. Blank
Mar 2012 : "ʺThe Startup Owner'ʹs Manual"ʺ, Steve Blank
2003 : « Lean Software Development», M. Poppendieck
Mar 2012 : « Running Lean: Iterate from Plan A to a Plan That Works » A. Maurya
1936-‐‑1980 : Toyota Production System
2010 : « The Entrepreneur'ʹs Guide to Customer Development », B. Cooper, P. Vlaskovits
Aug 2012 : « Value Proposition Canvas » A. Osterwalder, Y. Pigneur, A. Smith
Sep 2013 : «Lean Entrepreneur:» B. Cooper, P. Vlaskovits
Customer Development
Product Development
Business Model
18
#miduchateau
Sep 2014 : «Value Proposition Design:» A. Osterwalder, Y. Pigneur
19. Build-‐‑Measure-‐‑Learn
This basic process is to iterate between 3 steps based
on prototyping the Product (or service) with an
empirical approach.
Build
Measure
Learn
✚
✚
✚
Code
n
n
n
Data
¢
¢
¢
Ideas
19
#miduchateau
22. Timeline of a lean startup
22
T
Business
Model
Product
Customer
V1
Pitch1
Interview1
V2
Pitch2
+ Landing Page
Interview2
V3
Pitch3 + Landing
Page2 + Prototype
Interview3 + Sales
J
J+2
J+8
#miduchateau
Get out of the building !
23. Iterations: learning by doing
23
T
J
J+2
J+8
#miduchateau
Product Market
fit
Business
Plan
SCALE
✔
✔
…
Methods : Business Model
Generation, Design Thinking,
Lean Startup, Customer
Development, Agile methods
Ex : Auchan, Orange, Groupon, Google,
General Electric, Qualcomm, Intuit,
TheSmartCompany, Data.be
Fail fast !
24. Lean VS Traditional
Source : h*ps://hbr.org/2013/05/why-‐‑the-‐‑lean-‐‑start-‐‑up-‐‑changes-‐‑everything
STRATEGY
NEW-‐‑PRODUCT
PROCESS
NEW-‐‑PRODUCT
PROCESS
• Business Model
• Hypothesis-‐‑driven
• Business Plan
• Implementation-‐‑driven
• Customer Development
• Get out of the office and
test hypotheses
• Product Management
• Prepare offering for market
following a linear, step-‐‑by-‐‑
step plan
• Agile Development
• Build the product iteratively
and incrementally
• Agile or Waterfall
Development
• Build the product iteratively,
or fully specify the product
before building it
LEAN
TRADITIONAL
25. Lean VS Traditional
Source : h*ps://hbr.org/2013/05/why-‐‑the-‐‑lean-‐‑start-‐‑up-‐‑changes-‐‑everything
ORGANIZATION
FINANCIAL
REPORTING
SPEED
FAILURE
• Customer and Agile
Development
• Teams Hire for learning,
nimbleness, and speed
• Departments by Function
• Hire for experience and ability to
execute
• Metrics That Maber
• Customer acquisition cost,
lifetime customer value, churn,
viralness
• Accounting
• Income statement, balance sheet,
cash flow statement
• Expected
• Fix by iterating on ideas and
pivoting away from ones that
don’t work
• Exception
• Fix by firing executives
• Rapid
• Operates on good-‐‑enough data
• Measured
• Operates on complete data
LEAN
TRADITIONAL
27. Lessons learned
• Accepting failure and running at speed are part of an
innovation culture.
• We need to separate out innovation risks from execution risks.
• There are now methodologies and best practices that we can
use to build an innovation culture.
• We need to make sure that management no longer uses
execution metrics to manage and judge our innovation
teams.
Culture of
performance
Culture of
innovation
28. A lean & curious culture
Enable
• Contact with
reality
• Experimentation
• Prototyping
• Emancipation of
team members
Outcome
• Explore new
territories
• Quickly test
hypothesizes
• Open and close
doors
• Develop Intrapreneurship : to transform an idea into
a profitable venture, while operating within the
organizational environment.
29. Open & Collaborative Innovation ?
Problem
solving
Problem
solving
Internal
External
‘Beta
tes5ng’
and
ge8ng
feedback
‘Beta
tes5ng’
and
ge8ng
feedback
APIs
Open
API
/
Open
Data
Spin-‐Offs
/
Licensing
Corporate
investment
fund
Intrapreneurship
Program
&
hackathon
Partnership
program
with
start-‐ups
and
entrepreneurs
Employees,
internal
data,
any
collaborator,
internal
resources…
Startups,
customers,
suppliers,
partners,
universi7es,
compe7tors…
Idea
contest
Idea
contest
Source : hbp://bluenove.com
30. Open & Collaborative Innovation ?
Problem
solving
Problem
solving
Internal
External
‘Beta
tes5ng’
and
ge8ng
feedback
‘Beta
tes5ng’
and
ge8ng
feedback
APIs
Open
API
/
Open
Data
Spin-‐Offs
/
Licensing
Corporate
investment
fund
Intrapreneurship
Program
&
hackathon
Partnership
program
with
start-‐ups
and
entrepreneurs
Employees,
internal
data,
any
collaborator,
internal
resources…
Startups,
customers,
suppliers,
partners,
universi7es,
compe7tors…
Idea
contest
Idea
contest
Source : hbp://bluenove.com
31. Innovation hackathon
2-days workshop where :
o Participants turn their ideas into real
bootstrapping projects
o They deliver concrete results in a positive
competition mindset
o Based on action, prototyping & customer
validation
= “Sprint” , “bootcamp”, “innovation workshop” , …
2-‐‑days workshop where
32. How does it work ?
Pitch ideas
Vote
Form teams
Teamwork
Presentation
-‐‑ results
-‐‑ budget
-‐‑ action plan
2 days
Technical, Business or both
34. Coca-‐‑Cola Global
— Co-‐‑create the new packaging of the future products
— 1st event with Marketing, R&D, Sales & Designers from 4
continents
— 40 participants, multidisciplinary teams
— 5 innovative projects
35. CreaDelta.be
35
Coca-‐‑Cola Global
— Business Models + prototypes of new packaging
— Validated with customers in the street!
— Jury amazed by quality!
— 2 projects have been continued
36. Groupe Auchan :
Creative Abitude
“Daring, entrepreneurship & innovation”
A cross-functional recurrent innovation
program where employees can :
o suggest an improvement plan within their
existing business line
o create a new activity via a call for projects
Employees implement their own projects.
They become “CréActeurs” [‘CreActors’] and
participate to trips in San Francisco or Amsterdam.
37. CreaDelta.be
37
— 45 participants (employees, managers & directors)
— Participants can access ANY business information of the
entire Group in real time.
— Directors authorized participants to by-‐‑pass processes.
— 7 innovative Business Models + go-‐‑to-‐‑market strategies
— Budget for pilot validated by the Jury!
Groupe Auchan
38. Outcomes
• Validated Business Model
• Running prototype
• Go-to-market strategy
• Implementation plan
• Bullet-proof business case
• Presentation useable in steering committee
38
39. What they say
• We delivered in 2 days what we usually do in 4 months
• We experienced methods & tools that we can
implement in our team tomorrow
• This is a must-have for training employees
• This is a profitable team building !
39
43. Break the
Company Lifecycle
Ichak Adizes’ model
paEi
Paei
PaEi
pAEi
PAEi
PAeI
pA_I
_A_I
_A__
____
P :
Production
A :
Administration
E :
Entrepreneurship
I :
Integration
Source : hbp://www.adizes.com/lifecycle/
PAEI