4.4.2-Améliorer son idée - Adopter le bon comportement pour recevoir un bon feedback

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En provenance du cours de HEC Paris

Devenir entrepreneur du changement

295 notes

HEC Paris

Devenir entrepreneur du changement

295 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

After choosing the right people, a second key thing

is to ensure you get feedback and make it as useful

as possible and therefore adopt the right behaviour

for receiving it. Always try to listen to the person carefully

rather than trying to defend or justify your idea.

The idea of feedback is to gather as many comments about your

idea as possible. Instead of defending yourself, I recommend

that you instead ask what solution the person being interviewed can

think of to solve your issue. And if you feel that you are always getting

the same comments, this is where you need to improve

your idea, where you need to adapt your prototype.

I won't deny that coming face to face with the reality on the ground

and gathering feedback can include situations where you'll

realise that your initial idea doesn't work quite so well.

Sometimes it is better to ditch an idea that you like

but which does not receive good feedback.

Far too many people go experience these situations as failures.

They are not failures.

It is an expected part of the life of an entrepreneur and this is where

you will learn a great deal and will be able to mature

thanks to these experiences. Just like children who fall over time

after time before learning to walk properly, a good

entrepreneur is not somebody who never falls over, but rather somebody

who learns something each time they fall over.

Have a listen to Maÿlis Dupont as she tells you her own

experience of failure and how she sees it today.

I set up an internet company in the field of media and on-line video

in 2011. A company that was fairly capital-intensive

because we did a lot of R&D.

We must have only spent about 10 months in R&D, so fairly

removed from the realities of the market, before we started to swing

towards break-even then profitable deals for clients in the

area of events, then in the area

of media, on-line video.

It was a company that ended in failure, and ended up

being liquidated in December 2013, for various reasons,

the main one being that within a very short space of time we

suffered two or three very large financial setbacks, firstly an investment

fund from a second-round fundraising campaign that

went up in smoke 2 weeks before signing, something that I couldn't

anticipate. Having no way to cover our arrears, this led to a gap

in our accounts of almost 300, 400 thousand euros, and at the same

time a tax audit, something that also happens to young

Internet start-ups especially in R&D, which embroiled us in a

battle that was much too fierce and inappropriate for a young

company leader, a battle that was both political and fiscal--

because we had to file a class action lawsuit...

Choices that were not at all strategic for the survival of the

firm, which sapped all of my remaining strength and

took every last minute of my time when it would have been

wiser to tackle the actual substance, namely the market,

customers, customers, customers.

So it was a company I liquidated, that I had to liquidate

in late 2013 as I was saying, with the feeling firstly that I'd

made the right decision, that is, it was a painful decision because we

were following a current whereby we had fought over this company

for three years, with a team, extremely committed people.

And obviously, when you make that decision, everything stops, not

from one day to the next, you need some time to

unravel the entire venture.

So there were some fairly difficult months... but at the same time,

so a decision that was calm... that was made... while being fully aware of everything

that I had the chance to learn from this venture. In other words, people often

ask me, would you have liked to have done things differently.

Practically speaking, you can't do things any differently, you learn

by taking risks, you learn through practice, and of course tomorrow

I'll start up again and I only want one thing: to start again with that knowledge.

But this is knowledge I would have never gained at business school,

you have to practise it, experience it, it is both human learning,

learning about legal situations that are nuanced and that you

don't find in textbooks, situations of facing a

client, deadlines, time scales that are much greater

than you think, all of this is something you have to experience and I think

it's through experience that you understand, you gauge the importance

of various things that you may have read or learnt in a theoretical way.

So obviously as I get back off the mark today, I am much better equipped,

with no regrets for what I now see as my first

lap round the entrepreneurial racetrack.

As we come to the end of our chapter, I recommend that you

talk about your idea as much as you can with those around you, rather

than treating it as your little secret.

It is through discussion with customers, beneficiaries and other people

that you will improve your idea.

A good idea is the result of feedback and step-by-step improvement.

Sarah hit upon her idea at the Ticket for Change tour.

I think she would agree with what I have just said.

I wish you the best of luck with your prototype and hope you

receive feedback that is just as enriching as the feedback

that Sarah received. When you have listened to Sarah and the time comes for

chapter 5, I wish you all the best with chapter 5.

In the meantime, let's listen to what she has to say.

I worked in a team, and it was seeing other people's perspectives

that gained me confidence in my project because, in the end, I...

I was persuaded by my project, but I didn't know how

it was perceived by other people, and when I saw that they were

enthusiastic and it also provided meaning, that it was also

meaningful for them, I realised OK, it was a project that

was maybe worth doing, first of all.

Secondly, I worked with them, I fed off their

vision for the project. We were given an important piece of advice during

the Tour: when you have an idea, do not be reticent to talk about it, and

I realised that this was really key.

As for my project, I spoke about it a great deal with participants

at the Tour and I remember a discussion I had with one of

them, Adrien, who really pinpointed phases...

well, points, strategic factors in my project

that I hadn't seen, hadn't perceived.

Talking with him enabled me to question my project

to evolve it.

And there you go, now I'm happy with my project and it is

because I spoke to other people, because I confronted it

from other people's perspectives that I was able to arrive at

at a solution that I am now happy with.

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