Evolution des pratiques entrepreneuriales

Evolution des pratiques entrepreneuriales:
Du plan d’affaires au ‘lean startup’
Olivier Witmeur
CAP INNOVE
29 avril 2014

Pourquoi les start-ups échouent-elles ?
Faut-il bruler le plan d’affaires ?
‘Lean’ est-elle la meilleure approche ?
Existe-t-il une meilleure pratique ?
Quelle est la logique d’action des
entrepreneurs ?
Qui croire ? Que faire ?

Que savons-nous sur le plan d’affaires ?
• Une bonne méthode pour tout passer en revue et convaincre. Tout le monde continue à
le demander.
• Le mythe du plan d’affaires parfait. Tous les plans d’affaires racontent la même chose.
• Il existe un ‘cérémonial’ du plan d’affaires … mais personne ne le lit.
• Rédiger un plan d’affaires ne garantit pas la réussite
• On peut réussir sans plan d’affaires.
29 avril 2014 Cap Innove - Pratiques entrepreneuriales 2014 © Olivier Witmeur
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How To Navigate In Turbulent Times?
VOLATILITY
Nature, dynamics and speed of change.
UNCERTAINTY
Lack of predictability and prospects for
surprises.
V
U
COMPLEXITY
Multiplex of forces, confounding of issues
and causes-and-effects confusion.
C
AMBIGUITY
Haziness of reality, potential for misreads,
and the mixed meanings of conditions.
A
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Comment les entrepreneurs
réfléchissent-ils et agissent-ils?

Managerial Approach based on optimization
Selecting between given means to achieve a predefined goal
How to optimize
the use of the
resources?
Given
Goal
Resource 1
Resource 2
Resource 3
Resource 4
Resource 5
Typical tools & techniques: project management, leadership, controlling,
quantitative methods…
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A more creative approach based on planning
Generating new means to achieve pre-determined goals
How to write a ‘case’
or a plan to ask for
more resources.
Resource 1
Resource 2
Resource 3
(needed)
(needed)
Typical tools & techniques: strategic and financial planning
Given
Goals
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Entrepreneurial Thinking
Imagining possible new ends using a given set of means
How to exploit one
opportunity inside the
opportunity space?
Resource 1
Resource 2
Resource 3
Resource 4
Resource 5
Possible goal 1
Possible goal 2
Possible goal 3
…
…
Opportunity Space
Typical tools & techniques: co-creation, creativity, enrolment…. and lean.
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The Dynamics of the Entrepreneurial Network
Who I am?
What I can do?
Whom I know?
My affordable
loss?
Who may be
involved?
Additional
resources
Iterative opportunity
co-construction
New Goals
The venture grows
step by step.
Dead end
My Goals?
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Why so many startups fail?
• Ignore customers
• No market need
• Need of business model
• Poor product
• Pricing issues
• Failure to adapt their offering / business model
• Rely to heavily on their (business) plan  Too much rigidity?
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Lean Startup Movement Mindset
• Life’s too short to build something nobody wants.
• Customers don’t care about your solution, they care about their
problems.
• Remove any feature, process or effort that does not contribute
directly to the learning you seek.
• Real learning comes from facts and commitment, not opinions and
promises.
• Get out of the building.
• Fail often and fail fast… in order to succeed soon.
• You waste if you don’t learn.
• …
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Hot topic!
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The new Gurus
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The Lean Startup Cycle
BUILD
MEASURE
LEARN
IDEA
Value Creation
& Business Model
Hypotheses
PRODUCT
• Basic tests
• Minimum Viable
Product (MVP)
• Prototype
• Proof of Concept
DATA
Metrics
PERSEVERE
or PIVOT?
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Run test
Building a Business with the Lean Approach
Prioritize
Hyp.
validated
Hyp.
rejected
SCALE-UP STOP
PERSEVERE
Envision
PIVOT
Revision
Set vision
Create test
• MVP / Experience
• Market research
• …
Define
hypotheses
• Value proposition
• Market sizing
• Channels
• Partnerships
• …
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Pouvons-nous imaginer
un plan d’affaires 2014 ?

Rebalance. Act 1.
Orientation Content Time Horizon
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Rebalance. Act 2.
Use Output Format
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Towards a new business plan framework
Management
Team & Vision
Stages and
Milestones
Business
Model
Risk analysis
and Plan B
Scenarios and
Sensitivity
Financial Plan
Opportunity
& Growth Options
Ecosystem
Dynamic
Financing
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Security
margins
R&D
Production
Proof of Concept
Sales & Marketing
(Get-Keep-Grow)
Administration
Governance

Des logiques,
des questions
et des outils.

Deux logiques au fil du temps …
Approche émergeante / co-création,
basée sur le contrôle
Approche planifiée,
basée sur les prévisions
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… et des questions qui évoluent aussi …
Moi, mes
ressources…
Mes
partenaires
Ma
proposition
de valeur…
… et mon
environ-
nement
Mon
business
model
Mon plan
d’action
… et ses
plans B
Mon plan
financier
… et mon
projet
… et clients Passage à
l’échelle
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… et nécessitent des outils différents (quelques exemples).
Créativité
Etude de marché
Lean Startup
Networking
Financement
par étape
Tests de
personnalité
Business model
Analyse de
risques²
Business planning
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Quand on n’a qu’un marteau, tout
ressemble à un clou.

La marque d'une intelligence de
premier ordre, c'est la capacité d'avoir
deux idées opposées présentes à
l'esprit, en même temps, et de ne pas
cesser de fonctionner pour autant.

It doesn’t matter whether you are a lion or a gazelle.
When the sun comes up, you better start running.
Thomas L. Friedman in “The World Is Flat”
Every morning in Africa, a gazelle wakes up.
It knows it must run faster than the fastest
lion or it will be killed.
Every morning a lion wakes up.
It knows it must run faster than the slowest
gazelle or it will starve to death.
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Never Stop Wondering and Asking
olivier@solvayentrepreneurs.be
T. +32.2.650.41.60 – M. +32.475.68.62.50 if important and urgent
For visitors: 48 avenue F. Roosevelt (Janson Building) – Room J1-117, 1050 Brussels
Postal address: 50 avenue F. Roosevelt – CP 141, 1050 Brussels, Belgium
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Evolution des pratiques entrepreneuriales

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