23 août 2019 – RéSolutions Hebdo

Séection et synthèse d'articles. RéSolutions Hebdo du 23 août 2019.

RéSolutions Hebdo du 23 août, sélection d’articles couvrant les domaines d’expertises de RéSolutions.

Vous pouvez accédez à la synthèse des articles qui vous est proposée après le sommaire et au texte intégral des articles  en cliquant sur le nom de leurs auteurs.

La version française des articles en anglais est accessible par le lien figurant après le titre de l’article.

Si vous le souhaitez vous pouvez également accéder à ce numéro au format PDF

Au sommaire cette semaine

Entreprendre

1. How to craft the message for your Minimum Viable Product.
2. Les 3 défis du libéralisme à l’ère numérique.
3. The three stages of a business model’s journey.
4. How business ecosystems rise (and often fall).

Transformer

5. A bad time to be average.
6. Design strategies for achieving coordination in organizations.
7. Don’t put a digital expert in charge of your digital transformation.

Progresser

8. How to connect with your company’s purpose and values.
9. When passion leads to burnout.
10. Cultiver a solitude, un précieux avantage compétitif.

Synthèse des articles de la sélection

1. How to craft the message for your Minimum Viable Product.
(Joe Procopio, 8/19/2019)

 

Sélection et synthèse d'articles. RéSolutions Procopio 19082019

What exactly does your product do?

If a Minimum Viable Product (MVP) is going to succeed, its description has to be deceptively simpleconveying a ridiculously complex idea in about 15 words. If you mess up the messaging, you’ll kill the product before it even gets into your customers’ hands.

Point to the problem, not the solution

Your MVP messaging should reference the problem that you solve. For instance, if your product is a better car wash, your messaging can be around keeping your vehicle in top shape while you sit at your desk.

Get into the customer’s shoes.

Don’t try to tell the market what you want the market to know, rather than what your customers want to hear. Realize that what the customer is really buying is time, convenience, simplification, freedom, comfort, personal or professional growth, even prestige.

Remember that to make a sale:

1. The problem has to be painful to your customer.
2. The problem has to be top-of-mind for your customer.
3. Your product has to solve the problem in a cost-effective manner.

Don’t  confuse messaging to the market with messaging to investors or stakeholders. Instead of focusing on the strengths of the company, do focus on those of the product.

Imagine a world in which your new way of doing things is now the norm. Your messaging may convey a sense of what that world look like.

2. Les 3 défis du libéralisme à l’ère numérique.
(Olivier Babeau, 22/05/2019)

Sélection et synthèse d'article. RéSolutions Hebdo du 23 août 2019

Les bouleversements numériques posent au moins trois grands défis à ceux qui se réclament de ce courant d’idées.

1. Les limites de l’égalité en droits. Le nouveau monde économique donne d’immenses leviers aux plus doués (les mieux dotés ?) alors qu’il éloigne les autres de l’emploi. Le monde devient de moins en moins compréhensible pour ceux dont l’équipement cognitif est insuffisant. La classe moyenne disparaît, remplacée par 2 groupes opposés à chaque extrême de l’échelle sociale. La mobilité sociale, déjà réduite, risque de devenir extrêmement difficile.

  1. La remise en cause du marché générateur d’un ordre spontané. La confiance dans le marché pour organiser des contre-pouvoirs naturels est au cœur de la doctrine économique libérale. La scalabilité de l’offre numérique (des coûts marginaux très faibles) et des réseaux donnant un avantage exponentiel aux meilleurs, la domination devient à la fois plus large et cumulative. Des entreprises de la taille des Etats prennent le pouvoir. Leur capacité à étouffer la concurrence est immense.
  2.   La préférence supposée pour la liberté semble de moins en moins vérifiée. La tentation de la servitude volontaire décrite par La Boétie est plus forte que jamais.

Les très faibles protestations face au développement de la vidéosurveillance et l’indifférence face à la captation massive des données en ligne font penser que les gens valorisent les mille services rendus par la transparence beaucoup plus que la liberté permise par les zones d’ombre.

3. The three stages of a business model’s journey.
(François Cazals, 12/08/2019)

Sélection et synthèse d'articles. RéSolutions Hebdo. Les 3 stades d'un Business model

A business model travels a journey that begins with the creation of the new business unit and then shifts to sustaining and growing the business unit and still later to wringing efficicency from it.  Each stage of the journey is conducive to a specific type of innovation, builds a particular set of interdependencies into the model, and is responsive to a patricular set of performance metrics.

The creation stage

 Market forms and business begins to grow : « Value proposition » and « Resources » are well established at that stage whereas « Processes » and « Profit formula » are not. It is the stage of Market-creating innovations. The business model is flexible. Metrics are about job to be done.

The « Sustaining innovation » stage

It is the stage of sustaining innovations. Processes emerge in response to recurrent tasks. Metrics are about income statement.

« Value proposition », « Resources » and « Processes » are well established at this stage. « Profit formula » is not yet.

The « Efficiency stage »

Performance oversuplly may creep in.
It  is the stage of  efficiency innovations. Rigid business model to facilitate modularity emerges. Metrics are about ratio and balance sheets.
At this stage, the 4 components of the Business model – « Value proposition », « Resources », Processes » and « Profit formula » are well established.

4. How business ecosystems rise (and often fall).
(Martin Reeves, 07/30/2019)

Sélection et synthèse d'articles. RéSolutions Hebdo 23 août 2019. Le cycle de vie d'un éco système.

During the first window, companies need to seize the opportunity to capture a large proportion of the market. In the second crucial phase, they need to evolve the model to avoid losing momentum in the face of market saturation and competition. Finally, in the third window, companies must lock in market leadership to maintain their position over the longer term.

  1. Seize the opportunity, invest by delaying profitablity to upscale quickly. However being first does not guarantee long-term success, and entering the market later does not preclude it. To scale up rapidly requires attracting users and partners simultaneously to capitalize on the network effect: More users attract more partners, who are keen to develop more features to offer to a growing number of users, and so on.
  2. Evolve the model. Once ecosystems have seized the opportunity and captured a substantial share of the market expand the scope of the platform and increase engagement with platform participants.

The vast majority of succeeding platform implemented at least one major move every three years on average.

  1. Lock in leadership. It requires the ability to manage vested interests, not only among partners but also with stakeholders such as regulators and customers. Often this entails building communication channels to allow stakeholders to air out issues.

With the rise of antitrust and privacy concerns, stakeholder management will be increasingly important in the future.

5. A bad time to be average.
(H.P. Bürkner, 07/22/2019)

Sélection et synthèse d'articles; réSolutions Hebdo. A bat time to be average

Business strategy has always been about avoiding average returns by being exceptional with respect to scale, differentiation, speed, or capabilities.

The spread of performance within industries is greater than that across industries. Being exceptional relative to your peers therefore matters much more than where to play, and there is really no bad industry.  On average, large companies generate annual TSR of 7%, and grow 6% per year but the top 10% generate annualy TSR of 37% and grow 47%.

Adopt a uniqueness mindset. Look at your purpose, vision statement, and strategy with a skeptical eye and ask yourself whether a reasonable person could identify the specific industry, let alone the specific company, to which it pertains.

Set unreasonable ambitions. Incremental goal setting can lead to steady improvements in results—but that’s likely to be exactly what your competitors are doing, too.

Segment, prioritize, and balance. Take a fresh look at your business, geography, product, and customer portfolios to understand where the best opportunities for creating and exploiting advantage lie.

Mass customize. Thanks to digital technology microsegment customer needs and personalize an offering for individual customers.

Focus less on competitors best practices.

Compete on the rate of learning  by learning faster than your competitors about your customers’ changing needs.

Surprise and delight your customers by addressing the friction costs in their end-to-end processes  and by solving for these before customers can articulate the need.

6. Design strategies for achieving coordination in organizations.
(Jeroen van Bree, 08/07/2019)

Sélection et synthèse d'article. RéSolutions Hebdo du 23 août. Organisation et coordination

How can the organization design at the enterprise level connect and shape what is happening at the team level?

1.
Modularization and organizational interfaces. The activities within a module are highly interdependent with one another, but there are few dependencies between activities that are part of different modules. It goes with the need to define organizational interfaces between the units and the need for these units to interact in order to achieve coordinated action.

2. The coordinating mechanisms. They facilitate interaction between the organizational units. They slit into two main categories:

2.1. Tacit coordinating mechanisms such as standardized language and codified routines  or the enhancing of the observability of work progress through any methods to share the work status.

2.2. Lateral relations established through  formal groups or roles such as team members specifically tasked with liaising with other units, cross-unit teams or task forces, standing committee, project manager …

  1. Informal means of coordinating such as action to develop common understanding through physical colocation of employees, interpersonal/interdepartmental networking or Job rotations.
  2. « Exception management’. Exceptions, errors or disputes will inevitably occur, which implies that some type of hierarchical referral will be necessary to deal with these.

7. Don’t put a digital expert in charge of your digital transformation.
(Nathan Furr, 08/05/2019)

Sélection et synthèse d'articles. RéSolutions Hebdo 23 août 2018. Ne charger pas un gourou de l'informatique de la transformation numérique de votre entreprise.

Although a digital guru may understand how to create a digital business from scratch without the constraints faced by an established business, when you put them in a real company setting, they will often fail simply because they don’t understand the business.

Typically their downfall starts early, as soon as they start broadcasting their vision for the complete transformation of the company, without listening carefully to how the business operates and to the real needs of leaders and customers. This is typically followed by a period when the guru castigates the rest of the company for slowness and inertia, culminating in spinning digital off into a separate unit where the team has the freedom to create what it envisions, which in the end is too disconnected from the core organization to succeed. And that was what we saw at nearly all of the companies we’ve studied that chose a digital guru.

By contrast, insiders with little digital experience who are placed at the head of digital initiatives succeeded about 80% of the time (of the 50 cases we studied).

Why? Because ultimately digital transformation is as much about organization change as it is about technology. Insiders who are willing to learn have an advantage because they understand how the business works, they have the relationships to get things done, and, most important, they understand what they don’t know. They also understand when they need help and hire digital expertise into their team.

8. How to connect with your company’s purpose and values.
(William Arruda, 08/13/2019)

Sélection et synthèse d'articles. RéSolutions hebdo du 23 août 2019. How to connect with your company's purpose and values.

Most employees aren’t fully aware of—or connected with—their company’s purpose. So, it’s not surprising  that many professionals question their role in the bigger picture. The good news is that you can connect your purpose with your work almost anywhere you’re planted. By identifying your values and understanding those of your organization, connections will emerge.

1.Before focusing on your company, get clear on what’s important to you. You first must be self-aware, which is also an essential first step in building an authentic personal brand. It’s odd and kind of sad that we often don’t know ourselves very well.

2. Next, get clear on your company’s true mission, vision and values. Then, look for intersections between  your responses in step 1 and what you recorded about your company.
Let’s be clear: There is never going to be a perfect match between your values and the values of your company. But there are clearly going to be connections between the two. Look for those connections. And don’t ignore connections that aren’t a perfect match.

Then find ways to live in that intersection. When you do, you’ll increase your success and happiness at work.

9. When passion leads to burnout.
(Jennifer Moss, 07/01/2019)

Sélection et synthèse d'articles. RéSolutions Hebdo du 23 août 2019. Passion et burnoutt

If you do what you love, you’ll never work a day in your life.” It’s a nice idea but a total myth.

When we equate work we love with “not really working,” it propagates a belief that if we love it so much, we should do more of it — all of the time, actually. Who needs a day off when you’re not really working?

Take care. You love your work, and as such, can easily fall victim to burnout.

It is like being involved in a complicated love affair. One minute it’s thrilling, passionate, engaging. The next, it’s exhausting and overwhelming, and I feel like I need a break.

Certain sectors and roles are at increased risk, and purpose-driven work — that is work people love and feel passionately about — is one of them. Recent surveys found that employees driven by purpose are significantly more stressed and score lower for well-being, resilience, and self-efficacy than those who are not. Mission-focused executives, non-profit employees, teachers/principals, nurses, and physicians are some of the people most at-risk for burnout. An estimated 300 to 400 U.S. physicians take their own lives every year” — a suicide rate dramatically higher than that of the general public, 40% higher for men and 130% higher for women.

Leaders and organizations can focus on the measurement, programming, and support of preventing tools. it’s the responsibility of leaders to keep an eye on the well-being of their staff and develop specific tactics that include monitoring “indirect indices,” such as employee absences and turnover to deal with the problem.

10. Cultiver a solitude, un précieux avantage compétitif.
(Mike Erwin, 14/08/2019)

Sélection et synthèse d'articles. RéSolutions Hebdo du 23 août 2019. Solitude

Dans un monde où la distraction est reine, il est essentiel de savoir se mettre en retrait pour préserver sa productivité.

Lle QI baisse de dix à quinze points et la perforamnce de 50 % lorsque nous menons plusieurs tâches de front.

Avoir la discipline nécessaire pour pouvoir s’extraire du brouhaha ambiant est essentiel pour rester concentré. 

Nous définissons la solitude comme un état d’esprit, un espace où se concentrer sans être distrait et où l’esprit peut s’employer seul à résoudre un problème qui se pose à lui.

Quelques conseils pour rester concentré :

– Bloquez des moments dédiés à la solitude dans votre agenda, des poches de solitude d’un quart d’heure peuvent être très efficaces.  Considérez les comme n’importe quelle autre réunion ou rendez-vous.

Déterminez quelles activités valent le plus la peine que vous y consacriez du temps.

Mettez vos distractions au pain sec.

Ne soyez pas débordé au point de n’avoir plus le temps d’apprendre à l’être moins.

Lister vos  « choses à ne plus faire ».

Le bénéfice de la concentration, pour vous-même et les gens que vous dirigez, vaut la peine d’en faire une priorité dans votre vie.

Bonne lecture et bienvenue dans « Votre Futur Voulu, RéSolument »

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