4.3.1-Générer une idée à partir de la mission sociale

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En provenance du cours de HEC Paris

Devenir entrepreneur du changement

299 notes

HEC Paris

Devenir entrepreneur du changement

299 notes

Ce cours est conçu pour accompagner toutes les personnes qui veulent avoir un impact positif dans la société, mais qui ne savent pas comment agir. Quel que soit votre âge ou votre formation académique, ce cours vous aidera à trouver la voie qui vous correspond pour faire bouger les lignes ! Vous apprendrez comment passer de l’envie à l’idée, et de l’idée à l’action.

À partir de la leçon

Générer des idées : comment construire son projet à partir de sa mission sociale

Le but de cette semaine est de commencer à vous saisir de votre mission sociale, de la définir et de générer vos premières idées de projet. Pas d’inquiétude, on ne parle pas ici d’un “eurêka!”, mais de méthodes pour développer ou re-formuler vos premières idées.

4.3.1-Générer une idée à partir de la mission sociale8:03

4.3.2-Générer une idée à partir de la mission sociale - des exemples4:06

4.3.3-Introduction à la démarche Design Thinking9:38

4.4.1-Améliorer son idée - Feedback et immersion terrain4:50

4.4.2-Améliorer son idée - Adopter le bon comportement pour recevoir un bon feedback6:28

Rencontrer les enseignants

Bénédicte Faivre-Tavignot
Directrice de la Chaire “Social business / Entreprise et pauvreté”, et du "MSc in Sustainability and Social Innovation"
Frédéric Dalsace
Associate Professor
Marketing
Nathalie Lugagne
Professeur Affilié et Doyen Exécutif de la Faculté et de la recherche
Stéphane Riot
Fondateur NoveTerra
Florian Hoos
Assistant Professor
Accounting and Management Control
Aymeric Marmorat
Directeur exécutif d’Enactus France
Lise Penillard
Directrice pédagogique du Master Sustainability & Social Innovation
Ucka-Ludovic Ilolo
Chorégraphe d'entreprise, Fondateur de O' In Motion
Matthieu Dardaillon
Joséphine Bouchez
Co-fondatrice, Ticket for Change

We continue the chapter with a video that will attempt to explain

how to generate ideas in order to spell out your social mission.

At present, you perhaps have a broad idea for your social mission.

Now the challenge is to hone that mission until

you have an actual prototype for an idea, a real

first outline of an idea.

Before suggesting a simple approach for arriving at

your first prototype, let me put your mind at rest by telling you

that good ideas do not come out of nowhere and need to be worked on over time.

Even those people nowadays considered to be geniuses started

by thinking long and hard.

Hitting on a good idea, an idea that will really allow you to

meet a need and fulfil your social mission is ultimately

a step-by-step process.

There are many methods for generating ideas that will

refine your social mission.

Later on in this MOOC, for example, you will find

a video on design thinking.

All of these methods ultimately

aim to help you ask the right questions then

find the right answers. Have a listen to Chris Delepierre, one of the

Ticket for Change 2014 participants, who gives an excellent explanation

of this stage of refining a broad mission and the key thing

is to find correct answers to the relevant questions.

Then, I will suggest a simple approach for arriving at the

initial prototype for your idea.

I came along with an initial idea that was quite broad, which was

to promote the cultural heritage of my region through

3D modeling and printing around the world,

and to be sure, talking with players, entrepreneurs,

surely forced me to ask questions

that I hadn't confronted initially, and so that enabled me

to clarify, let's say, what I was thinking, but it surely enabled,

let's say, various details to develop...

who are my customers and in what usage context could

my business be undertaken.

And so there you go, it was a relevant question, I think,

with respect to my original idea.

Now, here is a simple approach that asks 3 key questions

in order to hone the definition of your social mission.

Even if you start with my simple approach, I strongly advise you

to think of it as a starting point,

an initial avenue to explore.

Go and take a look at other methods for generating your prototype.

The approach that I suggest is called "what?, who for?, how?".

The first stage to our approach is to answer the question of what.

To answer this question, there are two factors that are important.

The first factor is the field in which you will be working.

Perhaps you have already chosen the field of social integration,

equal opportunities, poverty reduction or some other

field. The second detail is the territory.

Do you see your project running in the suburbs of Paris,

in a particular country, across a whole continent,

or do you want to have an impact world wide?

It is really important to ask this question: what is the

potential for my idea, how far do I want to push it and how

ambitious do I want to be. Let us return to the example of Dialogue in the Dark.

In their case, the answer to the question of "what" is the

integration of disabled people internationally.

The question of "who" comes next: who is it for?

To answer this question, there is an important distinction to be made,

namely between the client and the beneficiary.

The client is the person that pays for your product or service;

the beneficiary is the person who benefits from the existence

of the products or services offered as part of your social mission.

These are not necessarily one and the same people.

For the purposes of our chapter, we need to differentiate between 2 cases.

Either we have clients who are also the beneficiaries of our

service or product, or else we work on behalf of the

beneficiaries, who are not clients.

In the classical example of micro-lending, generally speaking,

the clients are also the beneficiaries.

I am talking about the poor who benefit from the micro-credit

lent: they are the beneficiaries. At the same

time, they are also responsible for paying interest on their loan.

The beneficiaries are therefore also a micro-lending bank's customers.

Here, customer equals beneficiary.

The example of Dialogue in the Dark illustrates the second case.

The blind people working in the restaurants are

not the customers. The customers are people like me who

come to the restaurants and pay for their meals.

So we have the blind employees who are the beneficiaries on the one hand

and the customers who pay for the meals on the other.

Now I invite you to take part in a little quiz.

In the case of Babyloan, the example from the first video,

do you think the beneficiaries are also the customers?

The answer is no. Whereas in the case of conventional micro-lending, the

customers are indeed also the beneficiaries,

they receive micro-loans as beneficiaries and are

also the customers, because they pay the interest.

In the case of Babyloan, the innovation is that the beneficiary

does not pay any interest.

The interest is paid by the people making the loans on the

crowdfunding platform. They become Babyloan's customers.

It may well be that you are working on an idea where

the beneficiaries are not the same people as the customers.

You will see how the business model for a project can vary

in accordance with the 2 scenarios in chapter 5.

Now, on the basis of the previous two questions, you can work on

the question of how.

This means giving a precise description of your product or service,

what makes it a unique product.

Very often, successful entrepreneurs of change are those

who offer an innovative product or service.

The advantage they have over other companies therefore often

lies in the answer to the question of "how?".

For example, such entrepreneurs may have an innovative technique,

or they may have key partners to support them

or unique skills that they have developed.

If you take the example of Dialogue in the Dark, they have innovated

around the question of how.

Their innovation is a restaurant service in total darkness,

with blind staff with the skills

to work in this environment.

So to recap, it is very important to answer the 3 basic questions:

what, who for, how.

Starting with these key questions, you can draw up the initial

prototype for your idea.

Here is how Babyloan answered these questions and how you could

sum up their prototype.

When it comes to 'what', the aim is to reduce poverty around the world

through a process of economic development.

When it comes to 'who', the answer is small entrepreneurs throughout the world.

And finally in terms of 'how', a crowdfunding platform is used

to grant micro-loans.

You can see that the answers to the questions 'what' and 'who for'

are not necessarily innovative.

Babyloan does almost the same as the bank [...].

However, the idea of offering micro-loans via an on-line

crowdfunding platform is what is truly innovative,

vastly increasing the funds available for loans and

at the same time, allowing the beneficiaries, poor citizens,

to receive loans without paying interest.

To end this video, I suggest that you answer the 3 basic questions

for developing the initial prototype for your idea.

Our approach-- what, who for, why-- is a simple one

but I hope it will help you to hone the definition of your

social mission and quickly arrive at an initial prototype.

Be warned: it is not at all easy to draw up a prototype for an

innovative idea and you must appreciate that it is something that is achieved step by step.

In particular, you need a great deal of feedback, as I will explain

in the third part of this chapter.

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