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Corporate  Innovation	
Developing  a  lean  &  curious  culture	
Michel Duchateau
#miduchateau
#miduchateau
2
Entrepreneur,  trainer  &  coach	
• Project  Management,  Innovation  &  Entrepreneurship	
• Startup  coach	
• Hackathon  for  corporates	
	
Co-­‐‑Founder	
• Consultancy  in  governance  and  management	
• Agile  organisations	
	
Hi,  I  am  Michel  !	
Welcome	
#miduchateau
Fond  of  startups	
Global  Facilitator  Startup  Weekend  Europe	
• 15+  Startup  Weekend  in  Brussels,  Liège,  Leuven,  Ghent,  Antwerp,  Lille,  Paris…	
• Startup  Weekend  EU  Organizer  Summit  –  Teneriffe  2013	
• Startup  Weekend  Global  Organizer  Summit    –  La  Vegas  2014	
• Startup  Weekend  Belgian  Summit  –  Brussels  2014	
Collaborations  :	
Microsoft  Innovation  Center  Brussels,  impulse.brussels,  Microsoft,  Solvay  Brussels  School,  
Technofutur  TIC,  Solvay  Entrepreneurs,  ICHEC  Entreprises,  EFPME,  Betacowork,  Les  Jeunes  
Entreprises,  IFAPME,  Azimut,  SkillsBelgium,  JADE,  Faculté  des  Sciences  Appliquées  de  l’ULB,  
Convidencia,  StarTech,  WeStartup…	
#miduchateau
•  100  entrepreneurs  create  startups  in  54h	
•  They  practice  lean  &  agile,  networking	
•  Non-­‐‑profit  association  active  in  800  cities  :  15  SW/
week	
4
WHY  ARE  YOU  HERE  ?	
You  are  just  enthusiastic	
	
You  want  to  meet  other  enthusiasts	
	
You  want  to  be  inspired	
	
You  want  to  contribute
Speakers	
Michel  Duchateau	
Coach  in  Innovation	
CreaDelta	
Olivier  Peeters                    	
  Fostering  Innovation  @  
Home  for  Innovation                                	
BNP  Paribas  Fortis	
Mabeo  Gaba	
Director  Technology  
Strategy  &  Innovation	
Proximus	
Grégory  Custinne	
Software  Analyst  Expert  	
Océ  Software  
Laboratories,  Canon	
Wim  Decraene	
Managing  Director  
Accenture  Digital	
Accenture  BeLux
Corporate  Innovation	
•  Why ?
•  When ?
•  How ?
Corporate  or  Startup  ?  	
•  A company is a permanent organization designed
to execute a repeatable and scalable business
model.
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
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.”
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
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/
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/
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
Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be
«  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
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
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
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
Lean  Startup	
Business  
Model	
Product  Development	
Customer  Development	
20
#miduchateau
Lean  Startup	
Business  
Model	
Product  Development	
Customer  Development	
21
#miduchateau
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 !
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 !
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	
  
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	
  
So  what  ?
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
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.
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  
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  
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  
How  does  it  work  ?	
Pitch  ideas	
Vote	
Form  teams	
Teamwork	
Presentation	
-­‐‑  results  	
-­‐‑  budget  	
-­‐‑  action  plan  	
2  days	
Technical,  Business  or  both
Participants	
•  Employees, managers, directors
•  They validate their assumptions with real
customers like entrepreneurs
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
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
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.
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
Outcomes	
•  Validated Business Model
•  Running prototype
•  Go-to-market strategy
•  Implementation plan
•  Bullet-proof business case
•  Presentation useable in steering committee
38
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
1  step  further
Trends  2015	
•  Hackerspaces, Innovation Labs, Fablabs
•  Coworking, couveuses, pépinières
•  Incubators, accelerators
•  Barcamps, Unconferences, World Café
•  Continuous Innovation, disruptive innovation
•  Crowdsourcing, crowdfunding
•  Open data, Big data, Internet Of Things
41
2  steps  further
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
Enable  Cooperation	
Hard
Rational
Methods
Practices
Tools
Soft
Communication
Collaboration
Participation
Cooperation
Network
Empowerment
Management  &  leadership	
• Participative  Dynamics	
• Participative  Management	
• ParticipAgile  Methods	
Organization  &  Governance	
• Adhocraty	
• Dynamic  Governance  	
• Sociocracy	
• Holacracy	
• ParticipAgile
Thank  you	
45
Michel  Duchateau	
mduchateau@creadelta.be	
@miduchateau	
+32  491  50  70  90

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Corporate Innovation : developing a lean & curious culture : Michel Duchateau CreaDelta - Tech Startup Day 2015 - startups.be

  • 1. Corporate  Innovation Developing  a  lean  &  curious  culture Michel Duchateau #miduchateau #miduchateau
  • 2. 2 Entrepreneur,  trainer  &  coach • Project  Management,  Innovation  &  Entrepreneurship • Startup  coach • Hackathon  for  corporates Co-­‐‑Founder • Consultancy  in  governance  and  management • Agile  organisations Hi,  I  am  Michel  ! Welcome #miduchateau
  • 3. Fond  of  startups Global  Facilitator  Startup  Weekend  Europe • 15+  Startup  Weekend  in  Brussels,  Liège,  Leuven,  Ghent,  Antwerp,  Lille,  Paris… • Startup  Weekend  EU  Organizer  Summit  –  Teneriffe  2013 • Startup  Weekend  Global  Organizer  Summit    –  La  Vegas  2014 • Startup  Weekend  Belgian  Summit  –  Brussels  2014 Collaborations  : Microsoft  Innovation  Center  Brussels,  impulse.brussels,  Microsoft,  Solvay  Brussels  School,   Technofutur  TIC,  Solvay  Entrepreneurs,  ICHEC  Entreprises,  EFPME,  Betacowork,  Les  Jeunes   Entreprises,  IFAPME,  Azimut,  SkillsBelgium,  JADE,  Faculté  des  Sciences  Appliquées  de  l’ULB,   Convidencia,  StarTech,  WeStartup… #miduchateau
  • 4. •  100  entrepreneurs  create  startups  in  54h •  They  practice  lean  &  agile,  networking •  Non-­‐‑profit  association  active  in  800  cities  :  15  SW/ week 4
  • 5. WHY  ARE  YOU  HERE  ? You  are  just  enthusiastic You  want  to  meet  other  enthusiasts You  want  to  be  inspired You  want  to  contribute
  • 6. Speakers Michel  Duchateau Coach  in  Innovation CreaDelta Olivier  Peeters                      Fostering  Innovation  @   Home  for  Innovation                                 BNP  Paribas  Fortis Mabeo  Gaba Director  Technology   Strategy  &  Innovation Proximus Grégory  Custinne Software  Analyst  Expert   Océ  Software   Laboratories,  Canon Wim  Decraene Managing  Director   Accenture  Digital Accenture  BeLux
  • 7. Corporate  Innovation •  Why ? •  When ? •  How ?
  • 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
  • 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
  • 20. Lean  Startup Business   Model Product  Development Customer  Development 20 #miduchateau
  • 21. Lean  Startup Business   Model Product  Development Customer  Development 21 #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
  • 33. Participants •  Employees, managers, directors •  They validate their assumptions with real customers like entrepreneurs
  • 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
  • 41. Trends  2015 •  Hackerspaces, Innovation Labs, Fablabs •  Coworking, couveuses, pépinières •  Incubators, accelerators •  Barcamps, Unconferences, World Café •  Continuous Innovation, disruptive innovation •  Crowdsourcing, crowdfunding •  Open data, Big data, Internet Of Things 41
  • 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
  • 44. Enable  Cooperation Hard Rational Methods Practices Tools Soft Communication Collaboration Participation Cooperation Network Empowerment Management  &  leadership • Participative  Dynamics • Participative  Management • ParticipAgile  Methods Organization  &  Governance • Adhocraty • Dynamic  Governance   • Sociocracy • Holacracy • ParticipAgile