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Lean Enterprise - PART 1 : ORIENT - Manage the dynamics of the Enterprise…
Lean Enterprise - PART 1 : ORIENT - Manage the dynamics of the Enterprise Portfolio
Introduction
Diffusion Cycle of Innovation (E. Rogers - 1962)
Courbe d'adoption
Innovators (2,5%)
First Clients
Buy without notices
More sensitive to innovation
Early Adopters (13,5%)
Buy quickly
Give feedbacks
Early majority (34%)
Thoughtful customers
Waiting for the first experience
Late majority (34%)
Waiting proof of performance
Latecomers (16%)
The Chasm (G. Moore)
Passage essentiel où l'innovation sort de son marché de niche et rentre en masse
Courbe en S
Eviter le gouffre, se focaliser sur 1 segment de clientèle pour lequel la produit est indispensable, vital et répond à un réel besoin => crée un effet d'emballement
Les pragmatiques seront convaincus que le produit est une référence
Exploring
new product categories & business models
Aligned with the founders purpose and the vision*
Delivers value performance
Can drive the profitability and growth organization
Exploiting
the proven ones
Growing and scaling
Finding ways to drive down costs
Improving efficiency
Increasing market
Conclusion
Hard transition often lose their activity to explore new business models
Key point : how to balance exploring new business with exploiting proven existing business models and transition businesses successfully from one state to another
Exploring new ideas
Lean stratup (E. RIES)
Important points
Discover and operationalize new and potentially disruptive business models
& Quickly discard those that will not work
Method for extreme uncertainety
Vision to reality
Value hypothesis
: Business provides value for customers by solving real pb ? If so, pb/solution fit
Growth hypothesis
: how fast can acquire new customers (product/market fit)
Customer creation
: launch our business in earnest
Company building
: cross the chasm
Cycle
LEAN (value hypothesis) > MEASURE (test hypothesis) > Experiment (MVP) = Invest minimum of time through the cycle
PIVOT / STOP : value hypothesis based on what we learned
Experiments are cheap and quick (vs building complete product)
Validated learning : test the key assumptions behind business models to understand if succeed or not and make decisions to persevere, pivot or stop = principe of optionality