{"id":1046,"date":"2026-02-04T10:47:16","date_gmt":"2026-02-04T09:47:16","guid":{"rendered":"https:\/\/www.decaiders.com\/?p=1046"},"modified":"2026-02-04T11:12:22","modified_gmt":"2026-02-04T10:12:22","slug":"coaching-les-cailloux-dans-la-chaussure-du-directeur-de-linnovation","status":"publish","type":"post","link":"https:\/\/www.decaiders.com\/index.php\/2026\/02\/04\/coaching-les-cailloux-dans-la-chaussure-du-directeur-de-linnovation\/","title":{"rendered":"Coaching individuel – Les \u00ab\u00a0cailloux dans la chaussure\u00a0\u00bb du Directeur.trice de l’Innovation"},"content":{"rendered":"\n

Je propose un service de Coaching de Dirigeant aux Directeurs et Directrices de l’Innovation au sein d’entreprises de tous secteurs, et voici ce que j’imagine \u00eatre leurs \u00ab\u00a0cailloux dans la chaussure\u00a0\u00bb. Derri\u00e8re cet angle de vue, c’est la place de l’innovation au sein des organisations qui est ici en <\/strong>jeu.<\/p>\n\n\n\n

Que pensez vous de ces cailloux qui pertubent le management de l’innovation ? En voyez vous d’autres ?<\/p>\n\n\n\n

    \n
  1. La gestion de l’incertitude inh\u00e9rente \u00e0 l’innovation<\/strong> : L’innovation comporte un niveau d’incertitude plus \u00e9lev\u00e9 que de nombreuses autres fonctions. Il s’agit de d\u00e9velopper une v\u00e9ritable tol\u00e9rance \u00e0 l’incertitude et \u00e0 adopter une mentalit\u00e9 agile.<\/li>\n\n\n\n
  2. \u00c9quilibrer la vision \u00e0 long terme avec les exigences \u00e0 court terme<\/strong> : Contrairement \u00e0 d’autres r\u00f4les, un directeur de l’innovation doit souvent d\u00e9fendre des projets qui peuvent ne pas montrer de ROI imm\u00e9diat. Comment g\u00e9rer et communiquer repr\u00e9sente un r\u00e9el d\u00e9fi sp\u00e9cifique \u00e0 leur activit\u00e9.<\/li>\n\n\n\n
  3. La cr\u00e9ation et le maintien d’une culture d’innovation<\/strong> : Il ne s’agit pas seulement de g\u00e9n\u00e9rer de nouvelles id\u00e9es, mais de cr\u00e9er un environnement o\u00f9 les collaborateurs se sentent libres de prendre des risques et d’exp\u00e9rimenter.<\/li>\n\n\n\n
  4. La gestion des \u00e9checs et des apprentissages<\/strong> : Toutes les innovations ne r\u00e9ussissent pas. Plus facile \u00e0 dire qu’\u00e0 faire pour le directeur de l’innovation que de voir ces \u00e9checs comme des opportunit\u00e9s d’apprentissage et \u00e0 inculquer cette mentalit\u00e9 \u00e0 son \u00e9quipe.<\/li>\n\n\n\n
  5. Naviguer dans les structures organisationnelles<\/strong> : Les d\u00e9partements d’innovation peuvent parfois se sentir isol\u00e9s du reste de l’entreprise ou peuvent \u00eatre per\u00e7us comme mena\u00e7ant le statu quo. C’est un combat du quotidien que d’\u00e9tablir des relations interfonctionnelles solides et de d\u00e9montrer la valeur de son d\u00e9partement.<\/li>\n\n\n\n
  6. La mise en \u0153uvre et le passage \u00e0 l’\u00e9chelle<\/strong> : Passer d’une id\u00e9e innovante \u00e0 sa mise en \u0153uvre \u00e0 grande \u00e9chelle dans l’entreprise est un \u00e9norme d\u00e9fi. Cela n\u00e9cessite \u00e0 la fois des comp\u00e9tences en gestion du changement, en planification strat\u00e9gique et en gestion de projet.<\/li>\n\n\n\n
  7. La veille technologique et concurrentielle<\/strong> : Dans un monde en \u00e9volution rapide, rester au fait des derni\u00e8res avanc\u00e9es technologiques, des n\u00e9cessit\u00e9s des contraintes environnementales, \u00e9cologiques et soci\u00e9tales et des mouvements concurrentiels est essentiel. Il est cl\u00e9 de d\u00e9velopper des syst\u00e8mes et des routines pour cette veille constante.<\/li>\n<\/ol>\n\n\n\n

    Mais au del\u00e0 de ces quelques cailloux, celui qui me passionne plus particuli\u00e8rement et le plus caract\u00e9ristique de notre \u00e9poque je pense, est celui que j’appelle \u00ab\u00a0le double dilemme de l’innovateur\u00a0\u00bb <\/strong>et que j’ai formalis\u00e9 sur cette matrice.<\/p>\n\n\n\n

    \"\"
    Matrice du \u00ab\u00a0double dilemme de l’innovateur\u00a0\u00bb – Martin Duval<\/figcaption><\/figure>\n\n\n\n

    Ce caillou majeur consiste non seulement \u00e0 devoir naviguer entre l’innovation incr\u00e9mentale et celle de rupture si bien d\u00e9crite par Clayton Christensen en 1997 dans son livre \u00ab\u00a0The Innovator’s dilemma\u00a0\u00bb, mais d\u00e9sormais aussi entre des crit\u00e8res de s\u00e9lection de projets au service de toujours plus de croissance, de rentabilit\u00e9, d’avantages concurrentiels (propres \u00e0 l’\u00e9conomie lin\u00e9aire actuelle) versus des crit\u00e8res plus radicalement au service des transitions environnementales, \u00e9cologiques et soci\u00e9tales (propres \u00e0 l’\u00e9conomie circulaire).<\/p>\n\n\n\n

    Sacr\u00e9s cailloux, passionnants challenges !<\/p>\n\n\n\n

    Pour en parler, contactez moi \u00e0<\/em> \u25b6\ufe0f contact@decaiders.com<\/strong><\/a><\/p>\n\n\n\n

    <\/p>\n","protected":false},"excerpt":{"rendered":"

    Je propose un service de Coaching de Dirigeant aux Directeurs et Directrices de l’Innovation au sein d’entreprises de tous secteurs, […]<\/p>\n","protected":false},"author":1,"featured_media":1047,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_eb_attr":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"categories":[1],"tags":[],"class_list":["post-1046","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-explorations"],"yoast_head":"\nCoaching individuel - 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