Table of Contents
Acknowledgments xi
Preface xiii
Introduction xv
Part 1. Multiple Journeys 1
Introduction to Part 1 3
Chapter 1. Mr. José Jacques Gustave, the Global Entrepreneur! 5
1.1. Context 5
1.1.1. Parents-warrior 5
1.1.2. Difficult school years 7
1.1.3. An asserted curiosity 7
1.2. The little voice inside 8
1.2.1. The journey of awakening 8
1.2.2. Reconciliation 9
1.2.3. Values 9
1.3. The fool with the hands full 10
1.3.1. A network 10
1.3.2. Convictions 11
1.3.3. A thirst to move forward 11
Chapter 2. Mrs. Cindy Dorkenoo, No Destiny, Only What She Does! 15
2.1. Context 15
2.1.1. “Classic” parents 16
2.1.2. Boring education 16
2.1.3. The period of studies 17
2.2. From employment to entrepreneurship 18
2.2.1. Not made for wage-earning 18
2.2.2. Full-time entrepreneurship 19
2.2.3. Naïas, a means and not an end 20
Chapter 3. Mrs. Elodie Sarfati, a Brownian Journey! 23
3.1. Context 23
3.1.1. A modest and open environment 24
3.1.2. Quiet schooling 24
3.1.3. Studies 25
3.2. Time to build 25
3.2.1. A student entrepreneur 25
3.2.2. Back to employment 26
3.2.3. Getting started 27
Chapter 4. Mrs. Chrystèle Sanon, “A Schizophrenic Who Treats Herself?” 29
4.1. Context 29
4.1.1. The origins 29
4.1.2. A voluntary journey 30
4.1.3. Towards working life 30
4.2. From employment to entrepreneurship 31
4.2.1. The emergence of an entrepreneur 31
4.2.2. Her first entrepreneurial experience 31
4.2.3. FULL’STREET, the launch 32
Chapter 5. Mr. Christophe Vattier, the Lucky Rebel! 35
5.1. Context 35
5.1.1. Origins 36
5.1.2. Teenage years of disruption 36
5.1.3. A dream student life 37
5.2. From employment to entrepreneurship 38
5.2.1. Classical wage earning 38
5.2.2. Entrepreneurial wage earning 38
5.2.3. Pure entrepreneurship 39
Chapter 6. Mrs. Lise Bellavoine, When Entrepreneurship Becomes an Art! 41
6.1. Context 42
6.1.1. Nothing but nature 42
6.1.2. A poet 42
6.1.3. The loop 43
6.2. Employment to entrepreneurship 44
6.2.1. Paid employment 44
6.2.2. The trigger 45
6.2.3. Entrepreneurship 46
Chapter 7. Ms. Laura Nordin, the Paradigm Shift? 49
7.1. Context 49
7.1.1. Middle-class background 50
7.1.2. Standardized education 50
7.1.3. Easy schooling and education under influence 51
7.2. From employment to entrepreneurship 51
7.2.1. In the family business 51
7.2.2. Reconversion 52
7.2.3. Minut’Prod 53
Conclusion to Part 1 55
Part 2. Marrying Two “Mindsets” 57
Introduction to Part 2 59
Chapter 8. Effectuation Vs. Causation 61
8.1. From beliefs to paradigms 62
8.1.1. Predicting the future to better control it (old paradigm) 63
8.1.2. Controlling the future to better prevent it (new paradigm) 65
8.1.3. Saras Sarasvathy’s effectuation theory 67
8.2. From one mode to another 71
8.2.1. Criticisms of causation 71
8.2.2. The first principle 74
8.2.3. The other principles 76
8.3. From one world to another 78
8.3.1. The raw unfiltered reality 79
8.3.2. The operational team of a business unit 81
8.3.3. Similarities and differences 83
Chapter 9. One Stage, Two Headliners 87
9.1. The distribution of roles 88
9.1.1. The corporate open innovation structure as a stage 88
9.1.2. Mr. X, in the role of a business unit employee 90
9.1.3. Mr. S, in the role of the start-up’s CEO… 92
9.2. The difficulties of the script 94
9.2.1. Mr. X and Mr. S, the millefeuille effect 95
9.2.2. Mr. X and Mr. S, the swarm effect… 95
9.2.3. Mr. X and Mr. S, the “not invented here” effect… 98
9.2.4. Mr. X and Mr. S, the “It’s up to me” effect… 99
9.3. The recurrence of obstacles 100
9.3.1. One thing, multiple views 100
9.3.2. The not guilty silences 102
9.3.3. Those who decidedly didn’t understand anything 103
9.3.4. The unwilling pirates 105
Chapter 10. Two Ecosystems 109
10.1. The ecosystems in question 109
10.1.1. The external ecosystem (of start-ups) 111
10.1.2. The internal ecosystem (of the large group) 114
10.1.3. External ecosystem vs. internal ecosystem 116
10.2. Actors’ behavior 118
10.2.1. Three attitudes or behaviors 118
10.2.2. Some polemical illustrations 120
10.2.3. Collaboration to oil the wheels 122
10.3. Associated risks 124
10.3.1. The source of risks 124
10.3.2. Fiscal risk 125
10.3.3. HR risk 125
10.3.4. Security risk 126
10.3.5. Compliance risk 126
10.3.6. Purchasing risk 127
10.3.7. Image risk 128
10.3.8. Intellectual property risk 128
Conclusion to Part 2 131
Part 3. The Mysteries of the Profession 133
Introduction to Part 3 135
Chapter 11. Skills and Influences 137
11.1. “Hard” skills or situational intelligence 138
11.1.1. Benevolent control 138
11.1.2. Understanding the organizational microcosm 140
11.1.3. Knowing how to problematize 142
11.1.4. Tips and tricks to develop your “hard” skills 144
11.2. Soft skills or people’s intelligence 146
11.2.1. The art of advocacy 147
11.2.2. The art of defining 148
11.2.3. The art of motivating 150
11.2.4. The art of building an identity network 151
11.2.5. The art of changing norms 152
11.2.6. Tips and tricks to develop your “soft” skills 154
11.3. Acting with your skills 155
11.3.1. Relative advantages 156
11.3.2. Complexity 157
11.3.3. Functional ambiguity 157
Chapter 12. Useful Resources 161
12.1. Useful human resources 161
12.1.1. Human management 162
12.1.2. Business developers 165
12.1.3. Ecosystem management 167
12.1.4. Digital communication 170
12.2. Useful “non-human” resources 171
12.2.1. The basis 171
12.2.2. Going further 172
12.2.3. The real false costs 172
12.3. Misuse… 173
12.3.1. Misuse from start-ups 174
12.3.2. Misuses from the large group 176
12.3.3. Corporate open innovation, this human misuse? 178
Chapter 13. Operation Principles 181
13.1. Social operating principles (social functioning) 182
13.1.1. Social principle 1: situational intelligence 182
13.1.2. Social principle 2: people’s intelligence 184
13.1.3. Social principle 3: the intelligence of moments 187
13.2. Structural operating principles (structural operation) 189
13.2.1. Structural principle 1: the “corporate network” dimension 190
13.2.2. Structural principle 2: permanent iterations 192
13.2.3. Structural principle 3: “learning by doing” 194
13.3. Business principles of operation (business functioning) 196
13.3.1. The events 196
13.3.2. Satisfaction 198
13.3.3. Direct values 200
Conclusion to Part 3 205
Conclusion 207
References 211
Index 225
