1.2.1-Un entrepreneur du changement, c'est quoi ?

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From the course by HEC Paris

Devenir entrepreneur du changement

289 оценки

HEC Paris

Devenir entrepreneur du changement

289 оценки

Ce cours est conçu pour accompagner toutes les personnes qui veulent avoir un impact positif dans la société, mais qui ne savent pas comment agir. Quel que soit votre âge ou votre formation académique, ce cours vous aidera à trouver la voie qui vous correspond pour faire bouger les lignes ! Vous apprendrez comment passer de l’envie à l’idée, et de l’idée à l’action.

From the lesson

S’inspirer : comment chacun peut devenir entrepreneur du changement

L’objectif de ce chapitre sera de vous montrer que changer le monde, c’est possible ! Si, si, c’est vraiment possible. Et surtout, on essaiera de vous montrer, qu’en plus, c’est possible de pleins de manières différentes. Vous allez voir !

1.1-Changer le monde : c'est possible !4:37

1.2.1-Un entrepreneur du changement, c'est quoi ?5:35

1.2.2-Définitions : qu'est ce qu'un entrepreneur du changement ?2:52

1.3.1-Des exemples de projets !1:06

1.3.2-L'exemple de Corentin de Gold of Bengal5:38

1.3.3-L'exemple d'Isabelle, de L'Express3:21

1.3.4-Et plein d'autres exemples2:34

1.3.5-De quels types de projets s'agit-il ?1:59

1.4.1-Comment concilier social & business ?6:01

1.4.2-La pérennité économique2:38

1.5.1-Quels sont les parcours de ces entrepreneurs du changement ?1:00

Meet the Instructors

Bénédicte Faivre-Tavignot
Directrice de la Chaire “Social business / Entreprise et pauvreté”, et du "MSc in Sustainability and Social Innovation"
Frédéric Dalsace
Associate Professor
Marketing
Nathalie Lugagne
Professeur Affilié et Doyen Exécutif de la Faculté et de la recherche
Stéphane Riot
Fondateur NoveTerra
Florian Hoos
Assistant Professor
Accounting and Management Control
Aymeric Marmorat
Directeur exécutif d’Enactus France
Lise Penillard
Directrice pédagogique du Master Sustainability & Social Innovation
Ucka-Ludovic Ilolo
Chorégraphe d'entreprise, Fondateur de O' In Motion
Matthieu Dardaillon
Joséphine Bouchez
Co-fondatrice, Ticket for Change

Let us get started right away with 2 videos showing 2 different

ways of being an entrepreneur of change, with André Dupon,

senior manager at Vitamine T, and Nicolas Cordier, social business

director at Leroy Merlin. Without further ado, listen to what they have to say.

Social entrepreneurship has been seeing huge growth

in France for a few years now, and is a real promise for the future

because social entrepreneurship lies somewhere between full

State and institutional intervention, hence public

services that are hugely constrained by budgetary resources nowadays,

and the commercial sector, which cannot on its own meet all of the needs,

especially social needs, which have great resonance within

our society. We are experiencing real dynamism among

young entrepreneurs, young creators, including those from

the major business schools, who have decided

to combine an entrepreneurial activity, with all of the constraints

and genetic models of the market while seeking first and foremost

to maximise a social impact, an ecological footprint,

an environmental footprint. Which does not necessarily mean

that economic models do not firstly need to be high-performance

if you want to be socially effective.

The social enterprise is set to see huge growth in

France and, as far as I and the teams around me can see, reach a position

in the next 10 years that, if not dominant, will be in any case

unique and will have a large impact, with the potential to generate

several thousand or even million jobs within the French economic

model. This is also down to the fact that the commercial sector, battered

by successive crises and especially the financial crisis of 2008, is now

starting to open up to these issues

that a few would call social business, by which you can

both carry on a business in a given market and also develop a

greater social impact than in the past.

Intrapreneurship versus entrepreneurship is a very

good question. Ultimately, I think the underlying question is whether

you want to change things where you are.

So as it happened, I had been with Leroy-Merlin for ten years

or so, where I had filled various roles,

in the marketing division, in-store, in the central purchasing division,

and so finally I reached a point where, being extremely familiar

with the company from the inside, familiar with its mission, that's

when you realise that you can start to make things change,

shift goalposts within the company and

there you go, an intrapreneurship project was born and in the end

it's very very similar to setting up a company because

it's not something that people have commissioned, it's

not something that is expected to begin with, it's really

something that I was leading and that I wanted to pull off

within the company, to be able to incorporate social business projects

into the heart of our business.

And so, well, I did what many people would have done

if they were setting up their own firm.

So for 2 years, I spent my evenings and week-ends, in addition

to my ordinary duties, in the purchasing division, working on

developing an intrapreneurship project.

Leroy Merlin's mission statement, as it is spelt out within the company,

is to help every inhabitant to make their dream home come true.

It should be admitted that "every inhabitant" does mean

home owners with a little bit of money when it comes down to it.

And at the same time it's a mission

that is a potential driver for our day-to-day activities,

the gamble I took with others at the start to say,

when it comes to it, isn't there a way to reassert our company

mission statement within a version or vision that is maybe

more ambitious, but in any event more inspiring

and so to be able to include inhabitants who are not currently

our store customers within our business, and so find solutions

to poor housing conditions.

And all in a sustainable manner because they are profitable, or in any

case at a minimum do not lose money.

And so this whole new balance is what makes us think differently about

the business in the end, but also think

differently about social business. We had ideas, images

of what business is and what social business is, which...

it's a whole process in the end.

Nowadays, I think that all organisations, companies--

and I'd even say associations, universities-- know, are aware

that in 10 years' time they will not be doing

what they have been doing for the last 10 or 20 years.

We are in a shifting world, one that is shifting rather quickly,

which is becoming more complex, and so we have to re-invent ourselves.

And in a large organisation, with many employees, with

structures, etc.

we are not necessarily in the best position to adapt, we are not

as agile as a start-up when it comes to adapting to this shifting

world, and so I think that social innovation, social business

can be an extraordinary lever for re-inventing the company.

I think that the benefit of social business is in being

potentially more inclusive, and being able to get all of a company's

staff and contributors involved, for those wishing to do so,

in this venture.

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