1.4 Créer une entreprise innovante à plusieurs : quels critères de choix ?

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En provenance du cours de École Polytechnique

Créer et développer une startup technologique

242 notes

École Polytechnique

Créer et développer une startup technologique

242 notes

Ce cours vous permettra d’identifier et d’évaluer des opportunités de création d’entreprises technologiques et d’en comprendre les principaux enjeux humains, techniques, commerciaux, environnementaux et financiers. Vous aurez ainsi des bases solides pour créer votre entreprise high tech ou décider d'en rejoindre une. Décider de créer ou de rejoindre une entreprise technologique dans ses premières années est la promesse d’une aventure hors du commun mais ce n’est pas un acte anodin : il faut être capable d’accepter que toutes les « bonnes » idées ne conduiront pas au succès, que seule une minorité de projets débouchera sur un immense succès. Il faut aussi renverser votre rapport à l’échec, qui est une source d’expérience et doit être géré selon la logique de la « perte acceptable » : l’entrepreneur aime l’incertitude, pas le risque démesuré. La création d’entreprises technologiques vous offre une réelle occasion de contribuer à changer le monde mais nécessite que vous adoptiez un certain état d’esprit et que vous puissiez acquérir des savoirs, des savoir-faire et des savoir être, ainsi qu’une expérience la plus large possible. Vous aurez l'occasion de côtoyer des personnes passionnantes et passionnées issues d'horizons très différents. A partir d’une vision et d’une technologie de pointe, ces femmes et ces hommes ont souvent bâti des entreprises d’envergure mondiale. La trajectoire de développement d'une entreprise technologique est pleine d’imprévus qui vous demanderont à la fois de l’agilité et une préparation importante pour partir d’une idée forte, sélectionner votre marché, développer votre offre, réunir une équipe à la hauteur des enjeux et trouver des financements. Ce cours se compose de sessions méthodologiques ainsi que de témoignages d'entrepreneurs et d’acteurs emblématiques de la création d'entreprises technologiques. Vous pourrez ainsi vous familiariser avec les dilemmes essentiels auxquels sont confrontés les créateurs d'une entreprise high tech, à commencer par la décision de créer sa propre structure, qui représente un véritable choix de vie. Vous verrez également que la création d'une entreprise technologique est davantage une aventure collective qu’un parcours individuel.

À partir de la leçon

De l’innovation au marché : comment repérer des opportunités d’innovation

Avant toute considération technique ou économique, la création d’une entreprise technologique est avant tout une aventure humaine qui nécessite, pour chaque associé, de s’interroger sur ses choix de vie. Au-delà de l’intuition initiale d’une nouvelle offre basée sur une technologie de pointe, nous souhaitons vous familiariser avec plusieurs pratiques et méthodes de conception. Nous verrons notamment que l’innovation n’est pas une trajectoire balistique mais plutôt un cheminement ni très linéaire et encore moins séquentiel. Un des principaux enjeux est d’accumuler des connaissances en effectuant de nombreux allers-retours entre conception innovante et application sur des marchés. Vous serez plus spécifiquement invités à explorer les usages auxquels votre offre pourra répondre et les différentes manières de vous distinguer des offres existantes.

1.1 Introduction0:56

1.2 De la recherche en laboratoire à la décision de créer une entreprise innovante9:03

1.3 La conception innovante, un mélange de pratiques et de méthodes issues des « sciences de l’artificiel »11:37

1.4 Créer une entreprise innovante à plusieurs : quels critères de choix ?6:49

1.5 Méthode et conseils pour décrire et évaluer une opportunité de création d’entreprise high tech18:07

Rencontrer les enseignants

Romain Beaume
Chargé Mission chaire MIX
50% Ecole polytechnique + 50% ParisTech
Etienne Krieger
Affiliate Professor
Entrepreneurship and Innovation

So, why should you have associates?

In entrepreneurship, people often go faster alone,

but they go much further when they unite.

And, even if you are very talented,

your skills might not be sufficient to cover all the needs

required for your project.

Innovative entrepreneurship products are most of the time

concerned by human issues.

Here are a few ingredients.

Complementary skills and psychological profiles.

Complementarity is a key in entrepreneurship.

You need to clearly know what your skills are,

so you add more value to them. You must also notice

areas where you don't feel very comfortable.

This exercise is difficult as it requires humility.

This is not only about technical

and fonctional skills.

Social skills, qualities of each associate will create

a unique coktail for your project.

You will need innovation and agility capacities,

an open mind, the capacity to create links,

creativity, audacity.

You are also allowed to make mistakes.

Chose people who will be able to progress by iteration

who will go further than already made solutions, who

have already been succesful in the past.

Perspective on money.

This is a spicy ingredient.

You are much too shy about this important subject.

How much does everyone need to live?

How long will you manage living before the jackpot?

Take age and status differences into account.

When you will need to pay for your children's studies,

your partner will want to invest in the company.

For some people money is an aim, fo others it's an indicator.

Both are laudable,

but it's better to know about it and to agree on this point.

Personnal systems and projections.

Who does your potential associate live with?

In his family, socialy.

Who supports him?

What are his network, his culture,

his education, his personal story, his faithfulness?

Ask yourself about your project in short and long term.

Some things can be predictable.

You know how old your children will be in five years, ten years,

and what they could need from you.

You also know that if your associate is 50 today,

you will need to anticipate a transmission.

And, as we all know, choosing is also giving something up.

So what will you give up to get an associate?

Perspective on success.

What would be success?

To resell in the short term?

To create a company that you would leave as a legacy to your children?

To be a big team or to keep the idea of "small is beautiful"?

According to what you aim and how fast you want things to happen,

you will not have the same needs.

Make a list of your key indicators to success for the next years.

So you will get precious information on the vision and ambition

that each has and on your conformity.

Collective vision and goals.

To succeed, you need a clear and shared vision.

Without the aim of perfomance there will be no successful team.

The challenge that you wish to take-up together will

bring directions to the team, dynamism and motivation,

and above all give a meaning to short term actions.

We often spend too much time learning how to work instead of

taking-up challenges together, which is the best way to get to know each other.

Prepare for the worst.

It is much easier to reason on a upstream disastrous scenario

than in a real crisis where your personal life is in danger.

I am not telling you to be pessimistic, on the contrary,

this way essential points are put on the table and

you can think of the options you have in case of troubles or failure.

List your deal breakers, whatever they are;

money, liberty of action, balance,

behaviour, role and responsabilities of each person.

Thinking of your fears is the best way to find solutions

to them.

Conflict management.

Good news: you encounter your first difficulties!

Indeed, you have the opportunity to grow and go further.

Face chaos can get you more performance as it forces you to

cast doubt on your operational modes and to modify what goes wrong.

You will even have to follow a few rules after you will

realise that they were missing in your success.

The risk may be even more important in teams that

you already know well where tacit rules are not enough.

The more things are fixed upstream by thinking of the possible deal breakers,

by clarifying things, the less violent the crisis will be.

Teams grow more in the face of adversity than in success.

If the crisis is insurmontable,

you will need to decide who is more likely to preserve the stakeholders.

Remember that the one who has power in a relationship is

the one who is ready to give up something.

This person will need courage to change what can be changed

and wisdon to accept what will never change.

So what is the recipe of the ideal team?

We managed to identify a few igredients.

First, a limited number of individuals.

At the beginning of a project, having too many people around the table may

act as an impediment. There will be the "heart" team with its vision and

strategy and the expanded team.

Complementary, technical and fonctional skills are of course needed,

but also social skills, personality traits

and personal qualities.

Commitment in the project.

This doesn't mean you must work yourself to death.

Know you limits and ressource yourself, this is absolutly essential.

However everyone's commitment isn't optional.

Passion.

It is easier to be fully engaged when you are passionate about

what your do, about the project of the company you work on

or about the people with whom you work.

Passion is the fuel to tenacity.

Commun goals.

A clear and shared vision will give meaning to everyone's action

even (and above all) when they are difficult or thankless.

Collective approach.

A vision isn't enough,

you need strategy and organisation to perform.

A succesful team makes its own rules,

respects them and makes them be respected.

Solidarity.

You have to worry about others' success

and feel co-responsible in case of success or failure.

Pleasure and humour.

You don't necessarily need to become best friends, but pleasure

avoids other displeasures and is the best motivation,

so you shouldn't do without it and create opportunities for it.

Celebrate success, thank others, have fun,

make a team feeling proud,... these are big morale boosters for everyone.

It creates a feeling of belonging and the retention of talents.

Don't forget that feelings are contagious, so smile.

Communication, again and again.

Whatever you do; communicate.

Even when you withdraw into silence.

As no communication isn't possible,

it might as well be rightly done.

Be courageous enough to say things, be authentic and respectful.

All the ingredients that I referred to will generate faith, or,

on the contrary will diminish it.

Faith is never given 'ad vitam', it will grow through time, that's why

taking-up challenges together is so important: it will keep developing it.

Finally, beyond the idea of creating value from the economic viewpoint,

entrepreneurship is also a humanist quest.

The route leading to it are not Stations of the Cross,

even if it can look like it, but it is an initiatory way

which will necessarily cross paths with wonderful people

Harmony and natural collective efficiency are rare chances

but you have the choice to seize them.

Focus and time spent are needed to reach it.

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