- \n
- \u00b7 son datalab,<\/dt>\n
- \u00b7 la mise en \u0153uvre de m\u00e9thodes innovantes de management<\/dt>\n
- \u00b7 le rapprochement de l’univers des startups. Sur ce dernier point, des partenariats ont \u00e9t\u00e9 amorc\u00e9s avec certaines d’entre elles.<\/dt>\n<\/dl>\n<\/div>\n<\/figure>\n
L’objet de cet article est de partager l’exp\u00e9rience accumul\u00e9e gr\u00e2ce \u00e0 ces partenariats.<\/p>\n
A la cr\u00e9ation\u2026<\/h2>\n
Il faut \u00eatre conscient que le partenariat est un vaste champ exploratoire qui demande un apprentissage. C\u2019est une aventure humaine qui d\u00e9passe le simple accord \u00e9crit. “D\u00e9crire les obligations des parties” dans un “document contractuel” sont les termes d\u2019un champ lexical rigide qui ne refl\u00e8te pas le besoin de confiance n\u00e9cessaire \u00e0 la cr\u00e9ation d\u2019un partenariat.<\/p>\n
M\u00eame si \u00e7a semble aller de soi, rappelons qu’un partenariat sous-entend un gain pour CHACUNE des parties. Remarque anodine et pourtant l’exp\u00e9rience a souvent montr\u00e9 que le partenariat est nombriliste. Les parties prenantes s’int\u00e9ressent souvent assez peu \u00e0 l’apport pour le partenaire : on brosse ce dernier dans le sens du poil pour atteindre son propre objectif, soit en profitant d’un savoir-faire, soit d’un nom qu’on n’a pas. Or il faut apprendre \u00e0 construire des projets communs \u00e0 travers lesquels chacun a la sensation d\u2019ajouter une \u00e9tape \u00e0 sa propre histoire.<\/p>\n
\u2026 et sur la longueur<\/h2>\n
Les partenariats sont en quelque sorte des mariages, avec des hauts\u2026 et des bas. Comme dans un couple, la passion naturelle des d\u00e9buts va s’estomper. Et ce d’autant plus naturellement que chaque soci\u00e9t\u00e9 suit son propre parcours en dehors du partenariat. Cet \u00e9tat de fait am\u00e8ne rapidement \u00e0 cr\u00e9er des d\u00e9calages de vision. Sans maintenir une proximit\u00e9 le risque que la relation s’effiloche progressivement est grand, et ce malgr\u00e9 la r\u00e9alisation d\u2019objectifs communs. Il faut continuer \u00e0 communiquer et \u00e0 donner des signes de d\u00e9sir m\u00eame lorsqu’on est soi-m\u00eame essouffl\u00e9 ou pr\u00e9occup\u00e9 par d\u2019autres priorit\u00e9s.<\/p>\n
Pour qu’une histoire s’\u00e9tablisse dans la dur\u00e9e il faut surtout accepter de donner dans les premiers temps plut\u00f4t que de recevoir. On peut par exemple ouvrir ses contacts et r\u00e9seaux \u00e0 l’autre sans attendre de contrepartie imm\u00e9diate mais plut\u00f4t pour \u00e9tablir un sentiment de redevabilit\u00e9 (gentlemen agreement).<\/p>\n
Il faut aussi comprendre la situation du partenaire startup. Conna\u00eetre parfaitement l’\u00e9quipe et le produit, \u00eatre inform\u00e9 des r\u00e9ussites, garder en t\u00eate sa roadmap et ses objectifs pour anticiper les divergences de vision ou pour orienter les nouveaut\u00e9s \u00e0 d\u00e9velopper.<\/p>\n
Quelques pi\u00e8ges \u00e0 \u00e9viter<\/h2>\n
Je vois 4 pi\u00e8ges lors de la construction d’un partenariat, tous li\u00e9s \u00e0 la dimension humaine du sujet :<\/p>\n
1- Le premier, d\u00e9j\u00e0 \u00e9voqu\u00e9 : \u00e9viter de restreindre le partenariat \u00e0 un simple document contractuel<\/p>\n
2- Croire que l’amor\u00e7age de partenariat est un processus court (une rencontre, un mail et hop !)<\/p>\n
3- S’imaginer que le partenaire partage naturellement la m\u00eame culture d’entreprise que soi. Ou pire : imposer sa culture au partenaire plut\u00f4t que de construire un cadre d\u2019id\u00e9es communes.<\/p>\n
4- Rester trop longtemps dans la premi\u00e8re \u00e9tape de la relation, non engageante, et cr\u00e9er un essoufflement.<\/p>\n
Alors, comment r\u00e9ussir ?<\/h2>\n
S\u2019inscrire dans un temps long<\/h3>\n
Une strat\u00e9gie judicieuse consiste \u00e0 poser le partenariat brique apr\u00e8s brique, en privil\u00e9giant le temps long. Les premi\u00e8res s\u00e9quences (s\u00e9ances de travail, partage de documents, r\u00e9alisation de d\u00e9mos communes) ne rev\u00eatent pas de grands enjeux, mais permettent de faire connaissance et d\u2019ajuster l’alignement des objectifs. Une fois la confiance \u00e9tablie, on peut proposer progressivement des projets plus ambitieux et plus engageants.<\/p>\n
Travailler sur un budget commun<\/h3>\n
La premi\u00e8re \u00e9tape cl\u00e9, \u00e0 atteindre le plus rapidement possible, est le d\u00e9crochage d’un budget commun. Un partenariat sans argent est plus compliqu\u00e9 \u00e0 mettre en \u0153uvre, parce qu’il ne permet pas une mise en situation r\u00e9elle incluant des situations de divergence et de stress faisant \u00e9merger ou de la solidarit\u00e9, ou de l’affrontement.<\/p>\n
\u00catre transparent<\/h3>\n
Une fois \u00e9tabli, un partenariat r\u00e9ussi allonge la cha\u00eene de valeur : entre producteur et distributeur, entre technologie et business, entre clients et produits. Les partenaires apprennent l’un de l’autre et les clients sont mieux servis par la compl\u00e9mentarit\u00e9 des \u00e9quipes. Il doit y avoir cependant une partie de recouvrement des comp\u00e9tences pour cr\u00e9er le maillon entre les partenaires. Ce maillon, c’est pour certains le “on pourrait bien le faire nous-m\u00eame\u2026” qui dans ce cas brise la cha\u00eene. Un partenariat c’est aussi de la confiance et de la transparence. Tout partager lorsque le partenariat est encore r\u00e9cent est une garantie de solidit\u00e9 de la relation \u00e0 long terme : la compl\u00e9mentarit\u00e9 devient d’autant plus \u00e9vidente qu’elle est r\u00e9fl\u00e9chie \u00e0 plusieurs.<\/p>\n
Adapter l\u2019engagement au fur et \u00e0 mesure<\/h3>\n
Le partenariat est une relation vivante qui \u00e9volue dans le temps. A chaque nouvelle \u00e9tape de d\u00e9veloppement franchie, il faut ajouter de nouvelles r\u00e8gles pour conserver un partenariat sein, c’est \u00e0 dire \u00e9quilibr\u00e9. Toujours garder en t\u00eate que la r\u00e9partition des forces peut \u00e9voluer : le petit poucet peut devenir un g\u00e9ant. Dans ce cas la proximit\u00e9 sera r\u00e9compens\u00e9e par l’int\u00e9gration du partenaire comme alli\u00e9 commercial.<\/p>\n
Finalement alors que le partenariat n\u00e9 au d\u00e9part d\u2019un besoin bien particulier et bien d\u00e9fini, la r\u00e9ussite de sa mise en \u0153uvre apportera parfois des b\u00e9n\u00e9fices \u00e9loign\u00e9s de la pr\u00e9occupation d’origine gr\u00e2ce au respect mutuel construit pas les \u00e9quipes et \u00e0 la g\u00e9n\u00e9ration de nouvelles id\u00e9es permise par le climat de confiance.<\/p>\n
Olivier Leroy, DataStrategist, Lab32 PMP<\/em><\/p>\n
<\/p>\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
Comment b\u00e2tir un partenariat efficace avec une startup ? Pour apporter toujours de meilleures recommandations en mati\u00e8re de strat\u00e9gie et de transformation \u00e0 ses clients, PMP s’adapte aux usages digitaux….<\/p>\n","protected":false},"author":14,"featured_media":16465,"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-14741","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
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\u00b7 la mise en \u0153uvre de m\u00e9thodes innovantes de management<\/dt>\n