{"id":14783,"date":"2019-02-15T09:15:08","date_gmt":"2019-02-15T14:15:08","guid":{"rendered":"https:\/\/live-pmp-vitrine-1.pantheonsite.io\/2024\/03\/11\/en-face-aux-pratiques-des-pure-players-les-entreprises-doivent-repenser-leurs-process\/"},"modified":"2024-04-10T15:43:12","modified_gmt":"2024-04-10T19:43:12","slug":"face-aux-pratiques-des-pure-players-les-entreprises-doivent-repenser-leurs-process","status":"publish","type":"post","link":"http:\/\/pmpstrategy.com\/en\/2019\/02\/15\/face-aux-pratiques-des-pure-players-les-entreprises-doivent-repenser-leurs-process\/","title":{"rendered":"[EN] Face aux pratiques des pure players, les entreprises doivent repenser leurs process"},"content":{"rendered":"

Il est d\u00e9sormais n\u00e9cessaire de s\u00e9curiser le succ\u00e8s de l\u2019innovation agile. L’objectif des entreprises traditionnelles : raccourcir les cycles de l’innovation en gardant le cap.<\/p>\n

En mati\u00e8re de cr\u00e9ation et d’innovation, l\u2019erreur co\u00fbte trop cher. La vision industrielle de l\u2019innovation repose sur le risque li\u00e9 \u00e0 l\u2019engagement lourd de capitaux. Pour r\u00e9duire ce risque, les process d\u2019innovation qui ont \u00e9t\u00e9 mis en place historiquement reposaient sur une m\u00e9thodologie rigoureuse. C\u2019est tout particuli\u00e8rement le cas en informatique, o\u00f9 la DSI prenait totalement la main sur des projets IT avec des implications sur des syst\u00e8mes imbriqu\u00e9s et propri\u00e9taires, les fameux legacy systems. Face \u00e0 des risques financiers et industriels \u00e9lev\u00e9s, cette approche a longtemps permis de s\u00e9curiser la correspondance dans les moindres d\u00e9tails entre le besoin m\u00e9tier exprim\u00e9 et la r\u00e9alisation.<\/p>\n

M\u00eame pour des innovations marketing, potentiellement moins structurantes industriellement, mais mobilisant des budgets <\/a>pouvant atteindre plusieurs centaines de millions (comme pour le lancement mondial d\u2019un nouveau parfum), la phase de conception \u00e9tait alourdie et rallong\u00e9e par des \u00e9tudes et des tests clients cens\u00e9s border tout risque d\u2019\u00e9chec commercial.<\/p>\n

\n

\u00ab Si j\u2019avais fait des \u00e9tudes client, je n\u2019aurai jamais lanc\u00e9 le Walkman \u00bb<\/p>\n<\/blockquote>\n

Cette citation d’Akio Morita, PDG fondateur de Sony a cr\u00e9\u00e9 une premi\u00e8re br\u00e8che. Le lancement du Walkman a finalement d\u00e9montr\u00e9 que le client est capable de visualiser et d\u2019appr\u00e9cier des \u00e9volutions incr\u00e9mentales sur un produit <\/a>ou un service qu\u2019il utilise d\u00e9j\u00e0. Mais lui demander de se projeter dans l\u2019usage virtuel d\u2019un produit qui n\u2019existe pas encore, et dont il a par cons\u00e9quent toujours pu se passer, revient \u00e0 demander au client un travail de projection qui n\u2019est pas le sien.<\/p>\n

Les cycles d\u2019innovation dans le digital se sont consid\u00e9rablement raccourcis et acc\u00e9l\u00e9r\u00e9s, sous l\u2019impulsion des leaders du web<\/a>. Les acteurs traditionnels cherchent d\u00e9sormais \u00e0 mettre en place des m\u00e9thodes agiles d\u2019innovation, tant pour essayer de tenir le rythme des pure players digitaux que parce que ces m\u00e9thodes aussi l\u00e9g\u00e8res que nouvelles ont un effet s\u00e9duisant sur les d\u00e9cideurs. Une s\u00e9ance d\u2019innovation ouverte d\u2019une journ\u00e9e en mode “hackathon” avec de jeunes \u00e9tudiants est quand m\u00eame plus enthousiasmante qu\u2019une phase de recherche en laboratoire de plusieurs mois !<\/p>\n

Festina lente ou h\u00e2te-toi lentement<\/h2>\n

Aujourd\u2019hui, le time to market<\/a> est plus important que la perfection pour capturer un march\u00e9. L\u2019objectif de tenir un time to market pertinent, combin\u00e9 \u00e0 la facilit\u00e9 d\u2019\u00e9volution et de correction des nouveaux langages web, pousse \u00e0 privil\u00e9gier la sortie d\u2019un “minimum viable product rapidement, qui sera am\u00e9lior\u00e9 et enrichi ensuite.<\/p>\n

Mais les retours d\u2019exp\u00e9rience sont pourtant plus mitig\u00e9s. Avec des besoins m\u00e9tiers insuffisamment d\u00e9finis, les entreprises sont parfois confront\u00e9es \u00e0 des r\u00e9sultats inad\u00e9quats, entra\u00eenant l\u2019impossibilit\u00e9 de sortir le produit \u00e0 temps, et n\u00e9cessitant de retravailler en profondeur la r\u00e9alisation, en rallongeant consid\u00e9rablement les d\u00e9lais et les co\u00fbts. Derri\u00e8re, on trouve souvent des \u00e9quipes peu form\u00e9es aux m\u00e9thodes scrum et \u00e0 leurs al\u00e9as, tels que le changement d\u2019\u00e9quipes ou de leaders en milieu du processus.<\/p>\n

Mais, \u00e0 c\u00f4t\u00e9 des \u00e9checs rencontr\u00e9s, les retours d\u2019exp\u00e9rience des r\u00e9ussites de l\u2019innovation agile font ressortir plusieurs bonnes pratiques.<\/p>\n

Tester\u2026 pour aller o\u00f9 ? Avoir un cap clair et simple<\/h2>\n

L\u2019analyse des leaders Amazon et Google fait appara\u00eetre une premi\u00e8re bonne pratique: d\u00e9finir une cible et une ambition claires et simples, auxquelles on peut se r\u00e9f\u00e9rer facilement et dans la dur\u00e9e. Ainsi Amazon a test\u00e9 pendant plus de sept ans son concept d\u2019Amazon Fresh <\/em>sur quelques villes am\u00e9ricaines, avant de le d\u00e9ployer. Les pilotes \u00e9taient diff\u00e9rents dans les choix structurants, mais tous \u00e9taient travaill\u00e9s et \u00e9valu\u00e9s sur la base d\u2019une cible bien d\u00e9finie. De m\u00eame, Google a proc\u00e9d\u00e9 pendant plus de trois ans \u00e0 des \u00e9volutions parfois quotidiennes de son produit Google Hotel, mais tout en gardant son cap.<\/p>\n

\u00ab Test and learn \u00bb : ne pas sous-\u00e9valuer le \u00ab learn \u00bb<\/h2>\n

Et le test and learn repose sur un vrai learn, qui demande tout d\u2019abord que les objectifs soient clairement d\u00e9finis, et concr\u00e9tis\u00e9s avec des KPIs et la mise en place d\u2019outils de mesure efficaces et qu\u2019une \u00e9quipe projet soit maintenue en responsabilit\u00e9 durant toute l\u2019\u00e9volution du produit. Il faut \u00e9galement que le focus manag\u00e9rial soit maintenu avec des points de revue, d\u00e9brief et prises de d\u00e9cision et de correction \u00e9ventuellement. Et pour ne pas l\u2019oublier, un budget doit \u00eatre allou\u00e9 d\u00e8s le d\u00e9part \u00e0 cette phase de learn qui ne peut \u00eatre bien faite \u00e0 “co\u00fbts masqu\u00e9s”.<\/p>\n

Et entrer en am\u00e9lioration continue<\/h2>\n

C\u2019est le maintien et le pilotage exigeant de cette phase de learn qui permet d\u2019entrer dans une d\u00e9marche d\u2019am\u00e9lioration continue, aujourd\u2019hui incontournable pour tenir le rythme d\u2019\u00e9volution impos\u00e9 par les Amazon et autre Google. Les concurrents directs d\u2019Amazon (Fnac, Cdiscount, etc.) ont pu en faire l\u2019exp\u00e9rience au cours des 15 derni\u00e8res ann\u00e9es: c\u2019est lorsqu\u2019ils pensaient \u00eatre sur le point de rattraper Amazon sur une fonctionnalit\u00e9 (moteur de recherche, livraison \u00e0 J0\u2026) que cet acteur d\u00e9voilait sa nouvelle innovation lui assurant encore une longueur d\u2019avance. L\u2019objectif est donc aujourd\u2019hui de p\u00e9renniser l\u2019innovation agile pour assurer une remise en cause et une innovation continue afin de rester dans le jeu. Ce qui suppose une refonte de l\u2019organisation et de la gestion des \u00e9quipes innovantes, pour maintenir un effort continu sur chaque sujet d\u2019innovation tout en entretenant la motivation et la cr\u00e9ativit\u00e9 de ces \u00e9quipes.<\/p>\n

L\u2019\u00e9chec fait partie du process, mais comme le disait encore Akio Morita :<\/p>\n

\n

“N\u2019ayez pas peur de faire une erreur, mais faites-en sorte de ne pas faire la m\u00eame erreur deux fois”.<\/p>\n<\/blockquote>\n

Paru sur le Journal Du Net<\/a>, par Fran\u00e7ois Cousi, Associ\u00e9 de PMP <\/p>\n","protected":false},"excerpt":{"rendered":"

Il est d\u00e9sormais n\u00e9cessaire de s\u00e9curiser le succ\u00e8s de l\u2019innovation agile. L’objectif des entreprises traditionnelles : raccourcir les cycles de l’innovation en gardant le cap. En mati\u00e8re de cr\u00e9ation et…<\/p>\n","protected":false},"author":13,"featured_media":18312,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"cybocfi_hide_featured_image":"yes","footnotes":""},"categories":[101,1],"tags":[],"class_list":{"0":"post-14783","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-actu-en","8":"category-non-classifiee"},"yoast_head":"\n[EN] Face aux pratiques des pure players, les entreprises doivent repenser leurs process - PMP Strategy<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/pmpstrategy.com\/en\/2019\/02\/15\/face-aux-pratiques-des-pure-players-les-entreprises-doivent-repenser-leurs-process\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"[EN] Face aux pratiques des pure players, les entreprises doivent repenser leurs process - PMP Strategy\" \/>\n<meta property=\"og:description\" content=\"Il est d\u00e9sormais n\u00e9cessaire de s\u00e9curiser le succ\u00e8s de l\u2019innovation agile. 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