2014 04-29 cap innove - 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 ?

Are you ready?

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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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Dans quel monde vivons-nous?


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How To Navigate In Turbulent Times?

VOLATILITYNature, dynamics and speed of change.

UNCERTAINTYLack of predictability and prospects for surprises.

V

U

COMPLEXITYMultiplex of forces, confounding of issues and causes-and-effects confusion.

C

AMBIGUITYHaziness 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 optimizationSelecting between given means to achieve a predefined goal

How to optimizethe 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 planningGenerating 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 ThinkingImagining 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?

Additionalresources

Iterative opportunityco-construction

New GoalsThe venture grows

step by step.

Dead end

My Goals?


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Le plaidoyer du lean start-up

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 contributedirectly 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

RevisionSet 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&DProduction

Proof of Concept

Sales & Marketing(Get-Keep-Grow)

AdministrationGovernance

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, mesressources…

Mespartenaires

Ma proposition de valeur…

… et monenviron-nement

Mon business

model

Mon plan d’action

… et sesplans B

Mon plan financier

… et monprojet

… et clients Passage à l’échelle


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… et nécessitent des outils différents (quelques exemples).

Créativité

Etude de marché

Lean Startup

Networking

Financementpar étape

Tests de personnalité

Business model

Analyse de risques²

Business planning


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Conclusions ?

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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