{"id":272,"date":"2007-04-17T06:46:48","date_gmt":"2007-04-17T06:46:48","guid":{"rendered":"http:\/\/visionary.wordpress.com\/2007\/04\/17\/innovation\/"},"modified":"2020-09-18T22:04:16","modified_gmt":"2020-09-18T20:04:16","slug":"erreurs-innovation","status":"publish","type":"post","link":"https:\/\/visionarymarketing.com\/fr\/2007\/04\/17\/erreurs-innovation\/","title":{"rendered":"innovation: apprend-on vraiment des erreurs pass\u00e9es?"},"content":{"rendered":"<p>Apprend-on de ses erreurs en innovation ? Rosabeth Moss Kanter est l&rsquo;ancienne \u00e9ditrice en chef de la Harvard Business Review. Elle est \u00e9galement un Professeur renomm\u00e9 \u00e0 Harvard et un gourou de l&rsquo;innovation.<\/p>\n<h2>Innovation: apprend-on vraiment des erreurs pass\u00e9es?<\/h2>\n<figure id=\"attachment_57017\" aria-describedby=\"caption-attachment-57017\" style=\"width: 520px\" class=\"wp-caption aligncenter\"><a href=\"https:\/\/visionarymarketing.com\/wp-content\/uploads\/2006\/09\/jumpstory-download20200918-171810.jpg\"><img decoding=\"async\" class=\"wp-image-57017 size-full\" src=\"https:\/\/visionarymarketing.com\/wp-content\/uploads\/2006\/09\/jumpstory-download20200918-171810.jpg\" alt=\"innovation: apprend-on vraiment des erreurs pass\u00e9es?\" width=\"520\" height=\"340\" srcset=\"https:\/\/visionarymarketing.com\/wp-content\/uploads\/2006\/09\/jumpstory-download20200918-171810.jpg 520w, https:\/\/visionarymarketing.com\/wp-content\/uploads\/2006\/09\/jumpstory-download20200918-171810-459x300.jpg 459w\" sizes=\"(max-width: 520px) 100vw, 520px\" \/><\/a><figcaption id=\"caption-attachment-57017\" class=\"wp-caption-text\">Innovation: apprend-on vraiment des erreurs pass\u00e9es?<\/figcaption><\/figure>\n<p>De nos jours, elle est \u00e9galement r\u00e9guli\u00e8rement \u00e0 l&rsquo;origine d&rsquo;articles de fond qui sont publi\u00e9s sur la revue, et notamment en Novembre 2006, o\u00f9 elle a publi\u00e9 un article remarquable sur la gestion de l&rsquo;innovation. &lsquo;les pi\u00e8ges classiques du management de l&rsquo;innovation&rsquo; (disponible en ligne pour $6.00 en l&rsquo;achetant aupr\u00e8s de la HBR <a title=\"http:\/\/harvardbusinessonline.hbsp.harvard.edu\/b01\/en\/common\/item_detail.jhtml?id=R0611C\" href=\"http:\/\/harvardbusinessonline.hbsp.harvard.edu\/b01\/en\/common\/item_detail.jhtml?id=R0611C\" target=\"_blank\" rel=\"noopener noreferrer\">cliquer ici<\/a> &#8211; en Anglais).<!--more--><\/p>\n<p>Voici en exclusivit\u00e9 pour les lecteurs de Marketing Etudiant un panorama des le\u00e7ons tir\u00e9es par Rosabeth Moss Kanter:<\/p>\n<ul>\n<li>le\u00e7ons des strat\u00e9gie: toutes les innovations ne peuvent pas faire un carton [&#8230;]; ne vous focalisez pas uniquement sur le d\u00e9veloppement de nouveaux produits mais partez du principe que l&rsquo;innovation peut venir de n&rsquo;importe quelle fonction de l&rsquo;entreprise -par exemple la Finance, le Marketing, le d\u00e9veloppement\/la production ou la distribution [&#8230;]; les innovateurs qui r\u00e9ussissent ne mettent pas tous leurs oeufs dans le m\u00eame panier, ils placent leurs id\u00e9es dans une \u00ab\u00a0pyramide de l&rsquo;innovation\u00a0\u00bb avec des paris ambitieux en haut [&#8230;]; des id\u00e9es moyennement risqu\u00e9es au milieu et des innovations incr\u00e9mentales [&#8230;];<\/li>\n<li>le\u00e7ons d&rsquo;organisation: un contr\u00f4le trop rapproch\u00e9 \u00e9touffe l&rsquo;innovation; la planification, les exercices budg\u00e9taires et les revues de business appliqu\u00e9es aux lignes de produits existantes auront vite raison de l&rsquo;\u00e9nergie requise pour faciliter l&rsquo;effort d&rsquo;innovation [&#8230;]; les managers devraient pr\u00e9voir et accepter que les plans ne se d\u00e9roulent pas de fa\u00e7on lin\u00e9aire: r\u00e9compenser les employ\u00e9s uniquement sur la base des t\u00e2ches inscrites dans leur feuille d&rsquo;objectifs annuels en refusant de s&rsquo;adapter aux circonstances aura pur effet d&rsquo;\u00e9touffer et de faire fuire les initiatives innovantes [&#8230;];<\/li>\n<li>le\u00e7ons de management: rel\u00e2cher le contr\u00f4le des employ\u00e9s n&rsquo;est pas suffisant, encore faudra-t-il faciliter le travail transverse bas\u00e9 sur les relations inter-personnelles qui fonctionnent en travers des organisations \u00e9tablies et en combinant les efforts d&rsquo;innovation. Seuls les d\u00e9marches innovantes qui savent faire bon usage des comp\u00e9tences transverses sont capables de changer les r\u00e8gles du jeu; les entreprises qui cr\u00e9ent 2 classes d&#8217;employ\u00e9s en les traitant diff\u00e9remment [&#8230;], ceux en charge des affaires courantes mettront toute leur \u00e9nergie \u00e0 tuer l&rsquo;innovation;<\/li>\n<li>le\u00e7ons de gestion des comp\u00e9tences: m\u00eame les innovations les plustechniques ont besoin de leaders influents [&#8230;]; les membres des \u00e9quipes d&rsquo;innovations doivent faire corps tout au long du d\u00e9veloppement d&rsquo;une id\u00e9e [&#8230;]; parce que les innovations requi\u00e8rent des gens capables de mettre les autres en relation, des &lsquo;connecteurs&rsquo; [&#8230;] celles-ci se d\u00e9veloppent particuli\u00e8rement bien dans les cultures o\u00f9 on encourage l&rsquo;innovation\u00a0\u00bb.<\/li>\n<\/ul>\n<p>Toutefois, il faut un peu plus que de bonnes intentions pour transformer une bonne recette en un plat all\u00e9chant. Pour cela il faut aussi et surtout des personnes de qualit\u00e9, passionn\u00e9s, travailleurs et d\u00e9di\u00e9s. Par dessus tout, il faut aussi de l&rsquo;honn\u00eat\u00e9 et de la coh\u00e9rence. Une des erreurs que nous observons le plus commun\u00e9ment dans les entreprises contemporaines est li\u00e9e non \u00e0 la m\u00e9thode ni au discours interne qui sont souvent bonnes, ni au concept qui est lui aussi souvent int\u00e9ressant mais au faible engagement \u00e0 produire le r\u00e9sultat escompt\u00e9 en ex\u00e9cutant correctement les principes \u00e9nonc\u00e9s. voici ce qui, \u00e0 mon avis fait la diff\u00e9rence entre les vrais et les pr\u00e9tendus innovateurs. Les premiers croient en ce qu&rsquo;ils font, les derniers s&rsquo;en tiennent aux bonnes paroles. Et franchement, les bonnes paroles, \u00e7a ne g\u00e9n\u00e8re pas beaucoup d&rsquo;argent et \u00e7a frustre aussi beaucoup de monde (ce qui est rarement un bon ingr\u00e9dient de productivit\u00e9).<\/p>\n<p>Dans tous les cas, Rosabeth Moss Kanter, conna\u00eet bien la recette et elle nous le prouve dans cet article. Et esp\u00e9rons que les manageurs de nos grandes entreprises puissent- au minimum &#8211; apprendre cette fois ci \u00e0 cuisiner de meilleurs plats pour le b\u00e9n\u00e9fice de leurs clients et de leurs employ\u00e9s.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Apprend-on de ses erreurs en innovation ? Rosabeth Moss Kanter est l&rsquo;ancienne \u00e9ditrice en chef de la Harvard Business Review. Elle est \u00e9galement un Professeur renomm\u00e9 \u00e0 Harvard et un gourou de l&rsquo;innovation. Innovation: apprend-on vraiment des erreurs pass\u00e9es? De nos jours, elle est \u00e9galement r\u00e9guli\u00e8rement \u00e0 l&rsquo;origine d&rsquo;articles de fond qui sont publi\u00e9s sur &hellip;<\/p>\n","protected":false},"author":2,"featured_media":57017,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[6],"tags":[],"class_list":["post-272","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-marketing-innovation-fr"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>innovation: apprend-on vraiment des erreurs pass\u00e9es?<\/title>\n<meta name=\"description\" content=\"Apprend-on de ses erreurs en innovation ? 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En 2014, il est pass\u00e9 d'intrapreneur \u00e0 entrepreneur en cr\u00e9ant son agence de marketing num\u00e9rique.","sameAs":["https:\/\/visionarymarketing.com","http:\/\/facebook.com\/ygourven","http:\/\/linkedin.com\/in\/ygourven","https:\/\/x.com\/ygourven","https:\/\/www.youtube.com\/c\/visionarymarketingagency"],"url":"https:\/\/visionarymarketing.com\/fr\/author\/yann-gourvennec\/"}]}},"_links":{"self":[{"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/posts\/272","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/comments?post=272"}],"version-history":[{"count":0,"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/posts\/272\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/media\/57017"}],"wp:attachment":[{"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/media?parent=272"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/categories?post=272"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/visionarymarketing.com\/fr\/wp-json\/wp\/v2\/tags?post=272"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}