Fabrice Marsella
CEO @ Le Village by CA Paris, Coach BFM Academy
Since 2014, I have been leading Le Village by CA Paris. On a daily basis, I live among startups from all sectors, closely with the entrepreneurs who are shaping today’s economy… and surely the future French unicorns of tomorrow. My job? It is to support each startup in its development. It is to find possible synergies with large groups in an open innovation approach. In 4 years, I have supported over 180 startups. Close to startups, I have been a coach at the "BFM Academy" since 2016, the first business creator competition on radio and TV on BFM Business.
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Evolution of the Startup / Large Group Relationship
Open innovation addresses the challenge of involving all stakeholders in its ecosystem (large groups, start-ups, suppliers, clients, end users, schools, etc.) in the innovation process, but the relationship between large groups and start-ups remains one of the most emblematic and rapidly evolving. Three main criteria allow us to measure the quality of the relationship between a start-up and a large group: SPEED, SIMPLICITY, and KINDNESS. These three criteria together help to establish maximum trust between a start-up and a large group for a healthy and profitable relationship. How has the relationship between start-ups and large groups evolved over the past 4 years based on these 3 criteria?
3 Tips to Become a Successful Intrapreneur
The recent interest in intrapreneurship within large French companies is no coincidence: it is directly linked to the 'start-up phenomenon'. After implementing open innovation programs and targeted investments, top management has understood that the methods and philosophy of start-ups can also find their place at the heart of large groups, within the framework of well-defined projects. In France, Axa, Altran, Arval, or Orange - to name just a few - have already established initiatives to allow their employees to carry innovative projects from start to finish, according to a 'start-up' organizational model, and consequently, outside the classic processes of the company. In addition to its accelerating effect on innovation, intrapreneurship also responds to the growing appeal of many of their employees for a start-up experience. Offering such a system then becomes an essential tool for employee retention and HR attractiveness, affecting both experienced executives and recent graduates, who are increasingly drawn to the world of entrepreneurship. However, to be effective, the intrapreneurship system must not be improvised: one does not transition overnight from the comfort of a large company to the frugality of start-ups... Several prerequisites are necessary to maximize the chances of success and benefit from the best of both worlds. 1/ Managerial alignment. To realize their idea, the intrapreneur must break the codes of the company they come from. If it is truly disruptive, the project may sometimes aim for the 'cannibalization' of an existing business line... A project leader will therefore often find it more difficult to achieve this internally than within a classic start-up. They need to convince an entire organization, gain the support of their managers, and then create an ad-hoc structure... Total support from the hierarchy is therefore essential at all stages of the project. 2/ Support. The intrapreneur must be able to consider themselves as a full-fledged entrepreneur and benefit from the resources of the start-up ecosystem. In this sense, structures specialized in supporting start-ups (accelerators, incubators, nurseries...) are beginning to set up specific programs to help these somewhat unique entrepreneurs manage all stages of their project's development, from identifying needs to market launch. 3/ Anticipation of the next steps. Intrapreneurial projects are by nature time-limited, requiring precise indicators to evaluate their success. If the project ultimately proves unviable, how does the return to the large group happen? And in the case of success, is the group ready to go as far as creating a spin-off? More generally, even if the financial and human risks are not the same as in a classic start-up, the intrapreneur and the company they come from must prepare to manage failure, a notion that is still often foreign to the culture of many large groups... One thing is certain: the success of an intrapreneurship project is not measured solely by the commercial success of the 'internal' start-up created. The ability of the system to transform the company's culture and instill a dynamic of innovation should not be overlooked.