The purpose of this book is to explicitly describe the daily interactions that need to be implemented to transform these One To One, or One to Many, interactions into tangible (business partnerships) and intangible (relationship satisfaction) value. Through my experience, I will try to give an account of the words and behaviour of the crossed protagonists during all these years. My observations will allow to fully understand the perspectives that everyone gives themselves in interactions, in order to better understand the perceptions that result from them. It is the reality of the interactions themselves that will be exposed in order to know how to make the most of them.

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