{"id":6593,"date":"2013-10-24T09:55:33","date_gmt":"2013-10-24T07:55:33","guid":{"rendered":"http:\/\/poncier.org\/blog\/?p=6593"},"modified":"2013-10-24T18:57:07","modified_gmt":"2013-10-24T16:57:07","slug":"social-business-be-inspired-by-the-start-up-really","status":"publish","type":"post","link":"https:\/\/poncier.org\/blog\/?p=6593","title":{"rendered":"Social business : be inspired by startups, really ?"},"content":{"rendered":"

\"start-up\"<\/a>C\u00c3\u00a9cile Demailly has written an article on her blog in june,\u00c2\u00a0What corporations could learn from startups<\/a>.\u00c2\u00a0<\/em>There is a long time that I want to write an article about this issue, her article is a good excuse to make it. Even if I share some points with my friend C\u00c3\u00a9cile, I think some points needs to be highlight.\u00c2\u00a0I know C\u00c3\u00a9cile Demailly and I had some esteem for her professional abilities and she knows what is involved in organization transformation\u00c2\u00a0and the change management required. It’s just to easy to say let’s do it like startups<\/p>\n

<\/p>\n

Now this idea of \u00e2\u20ac\u2039\u00e2\u20ac\u2039\u00a0\u00bbjust do it \u00a0\u00bb is a little simple. Transforming an organization can’t be done with a magic wand and even if a decision is taken at the highest level , it takes time and often in pain (for example with Cisco, for this organization evolution, the CEO John Chambers fired 1\/3 of the top management and it has taken several years). So when I read many articles, especially by people who do not know much about enterprise, why big companies do not act like startups, esay as a snap, makes me laught. Not to mention the 2.0 pro who feel that the employees just waiting for that<\/a>.<\/p>\n

In the first place, the myth that startups are necessarily a wonderful world. I’m curious to see who may wish to work without counting the hours hoping for a hypothetical coming of venture capitalist or IPO (where you are young may be more but after…). It is not given to everyone, and \u00c2\u00a0for a success story, how many startups have failed at the same time, a lot. So the way of working and the commitment of the employees in a start up is not for everyone. The human resources\u00c2\u00a0management \u00c2\u00a0is particularly important in this type of structure. Employees must go in the same direction as the founder\u00c2\u00a0 and the desire to excel on daily basis should be the same.<\/p>\n

Then, startups haven’t an organizational model defined, but it is even often where they are the weakest, while this is a major point of development (a real issue when they grow). Numerous startups work in a traditional ways, if not in a conservative manner, and are anything but an innovative model of management and organization. So no, there is not A start-up working model.<\/p>\n

But mostly, it takes time to transform an organization (but enterprises which are working on social business projects do not want to hear that or understand), it does not happen overnight (it’s more a marathon than a 100 meters). Indeed, startups starting from scratch and if they wish, they can\u00c2\u00a0invent their own model. This is not the case of all organization. As Pascal Picq shows with its triangle adaptations in his book<\/a> , A paleoanthropologist in enterprise (adapt and innovate to survive ), a company is based on three angles :<\/p>\n