Archives de catégorie : Lean Start-up

FabLab Corporate, retour d’expérience (1 an après)

DB12E2B128

Il y a un an nous avons installé un FabLab au sein de notre organisation. Après 1 an d’utilisation il est temps de partager les principales leçons de l’installation d’un tel espace dans un corporate.

  1. Installation et mise en place

L’installation et la mise en place d’un tel espace n’est pas un gros challenge. Pour un budget relativement limité, une structure de bonne qualité peut être mise en place. [un autre article sur le sujet Creative workplace for a budget]. Nous avons mis en place un espace d’innovation plus qu’un FabLab pur et dur. L’option prise est d’avoir 2 espaces distincts mais complémentaires :

  • Un espace dit d’ « innovation » qui permet aux équipes de se retrouver dans un environnement différent favorisant l’innovation. Dans cet espace, les outils utilisés sont principalement des méthodes de créativité, le business model canva, du brainstorming, des ateliers de Design Thinking etc…
  • Un espace « maker » qui ressemble plus à un FabLab et équipé de matériel pouvant permettre de prototyper des concepts imaginés dans la partie « Innovation ».
  1. Motivation

Comment faire venir les personnes dans le Lab et comment les motiver à utiliser ces moyens qui sont forcément en rupture avec la culture d’entreprise ? Nous avons mis en place plusieurs actions pour embarquer les personnels dans cet outil.

  • La réalisation de démonstrateurs
    Nous avons réalisé quelques démonstrateurs pour démontrer tout l’intérêt de venir prototyper au Lab ou imaginer les services et produits de demain. Pour cela nous avons mis en place des projets et des réalisations utilisant l’impression 3D et le prototypage électronique (sur base d’ARDUINO).
  • L’identification de « Champions »
    Grâce à la communication interne réalisée sur le sujet, très rapidement des personnes sont venus spontanément utiliser l’outil. Parmi eux, des « champions » qui utilisent le Lab dans l’esprit et avec de bons résultats ont permis de mettre en avant de premiers projets et de communiquer sur des réalisations concrêtes.
  • La banalisation de l’utilisation de la partie « Innovation »
    Un travail interne auprès des managers et des chefs de proejt nous a permis très rapidement d’utiliser de manière intensive la partie « innovation ». toutes les séances de créativité, tous les workshop de brainstorming, toutes les actions contenant une notion d’innovation ont été relocalisées dans le Lab. Cela a permis à de nombreuses personnes d’appréhender le lieu et ses possibilités.
  1. Résultats

Après un an d’utilisation, les résultats du Lab sont très positifs. Nous avons réalisés de nombreux MVP pour nos projets d’innovation, de nombreux workshops d’innovation se sont tenus dans les locaux du Lab. Cela a également ouvert la voie à l’expérimentation du Design Thinking et du Service Design. Un certain changement dans les méthodes de développement et dans les projets est en cours, accordant plus de place à l’innovation et aux actions innovantes. A noter la très bonne prise en main par les équipes opérationnelles de deux outils spécifiquement développé pour une utilisation dans le Lab (même si cela n’est pas une obligation) :

  • Le One Hour Problem Solving qui est une méthode de résolution de problème en équipe, visuelle et collaborative qui permet d’adresser un problème en une heure avec un plan d’action concret en output.
  • Le ui a été largement déployé dans nos équipes et qui profite du Lab via un Canva XXL

 

 

(cet article n’engage que moi)

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Reshaping Business Model canva facilitation with a card deck

carddeck2

For a couple of months now I am testing the Strategyzer Business Model Design Space card deck.

It is a nicely quality printed car deck to help you make the point on what is going on on your business environment to prepare your business model innovation. It helps to understand the forces that act on your model, uncover trends, weaknesses and opportunities for a new and innovative business model.

This is not a tool to facilitate the business model canva itself but more to make the business model generation more reliable and innovative.

The goal is to map out physically around your business model canva all the forces that act on it. Thus, visually you have a representation of those forces around your business. Just as it is in real life.

The deck itself

Nicely printed on quality paper, it is composed of 5 categories of cards.

cardeck8Each card is a set of questions that one should ask to the group. Each card has a title and a subtitle that allows understanding clearly the meaning and the aim of the card.

 

  1. The “how-to” cards
    Frankly speaking this is most of the time missing in the cards deck one can buy to facilitate workshop (see IDEO design cards). Those 6 cards explains you the goals of the workshop, how to implement it, the materials, the groupe, what outcome should be awaited and what are the possible next steps. Very valuable to start.cardeck3
  1. The “Industry force” family
    Those cards aim to describe what is going on regarding the industry (competitors, new entrants, substitute, stakeholders…cardeck4
  1. The “market force” family
    They address everything related to the market tectonic: issues, demand, segments, costs…

cardeck5

  1. The “Key trends” family
    Technology, regulations, society… are seen herecardeck6
  1. The “Macroeconomic” family
    Those cards will focus more precisely on global market conditions, capital, commodities and resources etc….cardeck7

For each family you have 4 cards on each topic with about 5 questions. Once you have answered all the questions you have a nice overview of the particular topic.

Reshaping the business model canva facilitation

I have used the deck to facilitate 3 pre-workshop so far, mainly for small businesses (as pro bono facilitator). Unfortunately I have no pics of our very funny, very productive WS.

The deck opened my eyes about Business Model canva facilitation. Before I was jumping right ahead into the canva itself, neglecting in a way the entire environment in which the business was done. Even if we were pretending to take it into account, we weren’t. The visual display of the environment that allows the deck helps a lot during the business model making process itself. And some errors can thus be avoided.

Now I use a new process for Business Model Innovation:
process V1

All those workshops can be actually performed sequentially the same day, even during the same workshop. However I think it is important to have them all. I am still wondering if Actual BM workshop should be after the Environment one (please leave a comment if you have a proposition), however, the steps are here.

Having those workshops at different times and locations is of a huge interest and I really advise to do so. It helps people to fully think, aggregate and compile the data and the results of each WS in the meantime. That’s key and provide a lot of value if you plan a 30min “back-to-previous-results” slot at the beginning of the subsequent WS.

As usual, if you plan a Business Model Innovation, be sure that you work in detail and with a lot of care on the composition of the group. This is somehow the most important preparation step.

Any comments? Please feel free to leave a comment below of to contact me: baptiste@innoweo.com / @BaptisteLeSueur

 

Most of start-ups fail!

Everybody has in mind the wonderful story of a billion dollars company which started in a garage. Or this start-up sold to a big one for 400 M$. Or even this guy who sold his start-up just two years after founding it for over 100M¤ to a major internet company…

That sounds good right?

Don’t ever forget that these stories are the good ones. Most of start-ups fail. But there is still a myth about that. We all believe that if the start-up fails it is mainly because founders did not work hard enough. This gives us a chance. A chance to believe that if we go for a start-up, if we work hard enough, we will succeed. A kind a start-up dream in a way.

Most of start-ups fails, full of tears, blood and broken dreams. That’s not a question of hard work nor willingness to develop the product. Start-ups are like many other starting companies. If they don’t fond their market, a market that is ready to pay as soon as possible for their products, it’s done.

As Eric Ries said, founding a successful start-up is a process and thus can be taught and learned. However I would say that some chance is also necessary. Chance and method are the key factors. And yes you can fail with the best ever product…

To avoid burning all your cash before having met your clients, those that are willing to pay, the best is to apply the lean principles and to deploy as fast as possible the Build / Test / Learn scheme. Do it fast, as fast as possible and pivot as many times as you think it is necessary. Let your ego on the side of the road. Pivoting shall not be seen as a failure, it is refining your value offer to your client.

On My Shelf – My 8 preferred books on Innovation and Innovation projects

Innovation books collection

Lately a friend of mine asked me about what kind of books I would consider if asking about « must read » dealing with innovation: Here is my selection of 8 books that are, at the time, the ones I consider as the most valuable.

This is Service Design Thinking

This is Service Design Thinking
This is Service Design Thinking

More than any other books even more than any other website or TV show speaking about IDEO, this is how I have discover Design Thinking and especially SERVICE Design Thinking. Still one of my favourite reference and reading. A comprehensive and useful website is available.

Lean Start-up

Lean Start-up by Eris ries
Lean Start-up by Eris ries

Is there really a need to come back to the Lean Start-up by Eric Ries? Nope. I have been deeply inspired by this book to develop my own approach of Lean Start-up in corporate, used in my company with wonderful results. If you had to choose one…

Business Model Canva and Value Proposition Design

Business Model canva et Value proposition design
Business Model canva et Value proposition design

The sister’s books that worth the reading. I have used and then spread it all around in my company. Benefits? Having a dedicated and common framework and vocabulary to speak about business model and value proposition and more than that, having engineers thinking about business 😉

The Standard for Portfolio Management

Standard for portfolio managementDealing with Innovation projects is nothing else but managing a portfolio of projects. Thus the standard from the PMI(c) is fundamental because before being « innovation » they are « projects » a must be properly managed. pmi.org

Innovation Jugaad

Innovation Jugaad
Innovation Jugaad

In a time where money is missing and when you have to be more and more effective to be sure that every € you put inot innovation will produce some more € as a business, it is vital to do more with less. That’s what Innovation Jugaad is teaching!

Getting to Yes: Negotiating Agreement Without Giving In

Réussir une négociation
Réussir une négociation

Here is the French version of the famous negotiation book from Roger Fisher and the Havard Negotiation Project. A very useful book for Innovators and for everybody as we all have to negotiate one day or another. Most true for innovators who deals everyday

Les systèmes de suggestion en révolution (idea management in revolution)

I don’t know about the english title of this book but as it has been written by the wonderful Bernie Sander it was originally in english.  A very interesting book for those who have to run an idea management system.

Les systèmes de suggestions en révolution
Les systèmes de suggestions en révolution

Do you see some more to add? Leave a comment!

Your next product idea is right here, in front of you.

Well, exactly it is in front of your future customer but as you are customer oriented you are in front of them so…

I have been asked lately about one product manager of my company about how to have great products ideas. I told him that I had no direct answer for him but I could try to help anyway.

To find good product ideas, follow the steps: 😉

  1. Talk to your customers.
    They will pay for your product so ask them what they want, what are their concern, what should be « Whahou!! »
  2. Find a problem to solve
    That’s key. No one will pay an extra € or $ for something that fix… nothing. So try to find an issue and solve it. An important issue of course. An issue for which people are ready to spend some money to avoid it. Pierre Valade, the founder of Sunrise, tells that he is focusing on everything that takes more than 5 min a day.
  3. Know your market
    What are the exisitng product? What are the leaders? Why? What are their advantages, their limits? Read online merchant website to know what people think about it…
  4. Focus on User Experience
    That makes sense. Focus on what will your customer feels when he/she will use your product. That’s key.
  5. Test it, refine it, reTest it (and rewind)
    testing is key for product development. Getting feedback is so more important that it should be your fist concern. By getting feedback you can adjust your product to your market needs and identify your market. Do and redoing it, both parameters will be assessed: market and product design.

Structure your hypotheses validation

Testing its hypotheses is key to the Lean Start-up. By doing so you open the possibility to pivot and find your true market.

However when one is trying to find out its true market and testing, testing testing, one should have a clear idea of what is going on and what one is doing.

I personally use my own canva (Strategyzer got one interesting too), esp. during my pro bono consulting with starting businesses. My canva is built around 3 areas:

  1. What hypothesis are we working on?
    Very important and should be consistent with the Hypotheses list that you have certainly made at the beginning of your adventure. My personal advice: Don’t try to test one hypothesis with one test card. try to validate each side of your hypothesis to be sure that your test is relevant.
  2. What is our plan?
    Basically, what we do to test our hypothesis…
  3. What do we measure and thus what is our key factor of success with its associated level?
    Knowing what we will measure is important but don’t forget to tell in advance what will be a success.

Do you haveyourself a canva to test your hypothesis?

Lean Startup: the steps for a successful pivot!

The Lean start-up is all about testing and your abilities to pivot. It is a wonderful management tool to innovate, both for start-ups and for corporate. However, in order to maximize the chances to find a good resonance within a particular area of the market, one has to be really taking care to several steps.

  1. Go to the market often
    To pivot you HAVE TO have the feedback of your potential customers. If not, no pivot is possible. The Minimum Viable Product is key (link in french). In some cases, A/B testing is really really powerful. A/B testing is all about giving to the market 2 different PMV and see which one generate the best response.
  2. Have a vision
    giving your team the direction, the moto, the final stage. It will gives you the opportunity to make assumptions, those assumptions will then be tested with your clients.
  3. Stay passionate
    This is your adventure, your dream, your future . If you don’t believe in it, nobody will. Believe in it even when you pivot because…
  4. …Pivoting is a success
    Adapting and modifying your MVP to your clients is not a fail. It is answering to your clients needs! Do fall in love with your product. Your only goal is to find a market, to find people ready to trust you and your product and eventually (no, not eventually, actually) buy it.
  5. Stay open
    Look around, stay tuned. Pivoting is also about knowing what is going on outside your team.
  6. Speak to your client
    Don’t sell your MVP. Deliver it, speak with your customer, ask them about your vision, listen, gather informations… That’s gold for your development.

This will help you to optimize the « Build-Measure-Learn » cycle.

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Les articles les plus lus sur INNOWEO

newspapers, media, sidewalk, streets, urban, NYC, New York, downtown

Les 3 articles les plus lus sur INNOWEO en Février et Mars:

Qu’est ce que le « Design Thinking » ?

Innovation Tools: Le design thinking, expliqué.

Renault s’essaie à l’open innovation dans la Silicon Valley

Tous en Français. Tous au-dessus et même largement au-dessus de 150 vues…


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The 15 levers to creativity

Creativity is something strange that can happen wherever you are. Unfortunately I often hear « I am not a creative man, I cannot do it… ».

Being creative is simply about being confident, curious, active and persistent. Here our 15 levers to build a creative self-confidence and show your ideas to the world.

  1. Forget what you learned at school
  2. Stop taking to much caution
  3. Act before you doubt
  4. Connect, connect, connect (topics, ideas, behaviour, localisation, tech…)
  5. Keep It Stupid Simple (KISS)
  6. If you can clearly put words on it, keep it, otherwise kill it
  7. Be visionary, take a step back to look and think
  8. Hack your daily tools
  9. Be hungry even if you are lost
  10. Be courageous: accept to be wrong
  11. There is no « Why? » only Do it and see the results
  12. Iterate: Design. Test. Feedback. And redo.
  13. Everything is possible so try it
  14. Make a clean place, destroy what is existing and restart from scratch
  15. There is no crisis, only opportunities

What point would you add?


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6 lessons from building a corporate accelerator (from Orange SV)

As intrapreneur and innovation enthusiast I have to be curious and look what is going on. And I am always happy to share something I think valuable to the community.

As we are at work in the process to build an accelerator for our internal projects, this article from Pascale Diaine attracted my eyes.

orange-fab-season-3-demo-day-team-shot-1440x749

My point about what Pascale is sharing with us is really about the people, how to be empathic a both start-upers and company employees and how to be humble enough to accept that young people are may be reshaping your business.

Original article

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