Voluntarily delay the transmission of strategic information
Suspend immediate communication of key data is a pilot lever to assess the solidity of operational decisions and test the
Offer an incomplete but stretchy product by the user
Design a deliberately incomplete product, but offering extensibility by the user, implies a deep transformation of development methods and economic
Make part of the offer invisible to test its desirability
Getting the attention of consumers to a precise segment of its offer sometimes requires temporarily concealing the elements deemed less
Promote unfinished: make draft a strategic tool
What is not yet finalized often contains an energy that the finished product has lost. Too often relegated to the
Change the use of a tool without warning to observe adaptive creativity
Adjusting the use of a tool within an organization is not surreptitiously fall under a managerial whim, but a strategy
Sell the absence: monetize non-access as an added value
Propose less to sell more: a counter-intuitive strategy which is essential in saturated sectors, where the supply exceeds demand. By
Prioritize innovation in maintenance or obsolescence rather than the product
Product innovation has long dominated industrial strategies. However, French pioneers are now exploring alternative pathways: transforming maintenance and management of
Manage a cyclic activity without smoothing seasonality
Companies faced with marked activity cycles can choose to embrace seasonality rather than trying to mitigate it. By valuing periods
Make its offer voluntarily incomplete to arouse membership
Design a deliberately incomplete offer is based on a specific strategic choice: activating the active participation of the customer by
Top 5 founding errors voluntarily not corrected by successful creators
Error is not always an accident to be corrected. For several French founders, maintaining a starting imperfection has proven a