Comment savoir quand faire pivoter votre startup ?

Pivot is one of the worst concepts ever invented. Never pivot. If you have lost faith in your concept and what you intend doing, close it down and do something else. It is hard to make a success of anything. Nothing of worth is ever achieved with little effort. If you run into problems and roadblocks, solve them and overcome them. Know that if you "pivot" and try something else, you are just going to get confronted with a new set of problems later. Are you going to pivot then again?

In my experience, looking to find case studies of others that have had to make a similar pivot can be a great guidebook as well. Seeing how other companies have responded to changing market conditions can further validate an existing idea or ignite a new one.

I've often found that an entrepreneur is proceeding with something because they and a few others say they 'want' something like that. Unfortunately, 'need' is the critical question. I need to eat to survive and, while I may want to have a nice steak dinner, I can exist on a ham sandwich. Make sure whatever you are creating in something people will pay for because they must have it!

In my startup ventures, recognizing the need to pivot is a delicate art. It starts with an acute awareness of market dynamics and a receptive ear to customer insights. If our product isn't gaining traction or if there's a discernible shift in demand, that's a pivotal moment. Financial metrics serve as a guiding compass; if the burn rate eclipses growth, it's a red flag. Furthermore, maintaining an agile mindset and valuing input from the team is paramount. When these indicators converge, it's a clear call to pivot. It's not a concession of failure, but a strategic shift towards a more promising path."

Finding the sweet spot between doing too little and going overboard is key. If you're missing milestones, that's a red flag. Look at customer feedback and see if you can realistically break even in 18 months. If your product isn't going to be missed or doesn't make life easier or cheaper, it will have a hard time being sticky. Before you pivot, do your homework. Use various testing to validate your assumptions. Make a data-backed call on whether to pivot or not.

The important thing is to engage with your customers on a regular basis. Find out what they perceive as the Good, Bad & Ugly of your product and strive to eliminate the last two. No matter how wonderful your product is I guarantee you there are others out there about to release something better. You have to stay ahead of the competition.

Customer obsession is key. Sometimes start-ups want to make decisions based on where they perceive the easiest path to launch may be, rather than where the customer need is greatest. Consider what has just happened with digital assets—with many start-ups pivoting away from the United States toward Latin America and Brazil.

Agreed! Social media platforms make that so much easier now. Polls in instagram stories or in LinkedIn posts can give you valuable customer insight almost instantaneously!

The time span from going from meaningfully unique to commoditized is shorter today than at any other time in history. Interacting with your customers is the only way to gather the field intelligence you need to continue the cycle of innovation on your product. In doing so, you can delay the inevitable commoditization of your product. The premium in margins happens only when you are meaningfully unique enough to get the price you are asking. Once competitors see your success, then others will enter the market. Use your customer's insight to innovate your products over and over. If you need an example of this, read about Tide Detergent. It's still a premium price on shelves. And what they do hasn't changed. Only how they do it.

When gathering feedback from your customers, it's critically important to determine, "How much feedback is needed for it to be statistically valid?" Before making costly changes to your product or service, especially during the startup phase where resources are limited, it's vital to consider a significant amount of feedback. Various tools can help you calculate the minimum feedback required to justify a change in your product or service. While it's essential to listen to and collect all feedback, decisions on which suggestions to follow should be made rationally.

Staying on top of your market is critical to ensuring your idea / product doesn’t become outdated. Quite often in a space where you are initially a pioneer, followers coming behind you can change the direction needed for success. This could come in the form of making agreements with regulatory agencies that impact how you can subsequently develop your product or success in finding partnerships when others have already moved on to the Next Gen. Constantly assessing the landscape to monitor your differentiation and how you fill a market need can be key to success when working to convince others that your idea is still worthy of financing.

Don't do what Kodak did. They developed digital photography and then buried it because they couldn't bring themselves to abandon physical film. The market will always move to something better - make sure it's what you're offering.

You can never stop mining for information about the ecosystem your product occupies. Change is constant, and markets and business conditions change. Researching future trends, technology trends, marketing trends, etc. is critical to staying ahead of issues.

In discussing market dynamics, it's beneficial to consider the concepts of blue and red oceans, terms introduced by Chan Kim and Renée Mauborgne. These terms distinguish between saturated, highly competitive markets (red oceans) and untapped, competition-free markets (blue oceans). When defining your market strategy, keeping these two ideas at the forefront is crucial. In a blue ocean, where competition is absent, it's essential to ask "why?" have others tried and failed, possibly highlighting unforeseen challenges? On the other hand, a red ocean doesn't signify defeat. With a vast market, your goal is to identify a unique niche or adapt your product until it finds a less turbulent space.

You always have to be aware of your performance - operationally and financially. It's infinitely easier to correct problems when they appear than when you're bleeding cash!

Measuring is necessary for the operation of the organization. If you can't measure, you can't manage. Know your processes, find the points where control is handed off between departments, and determine which of those points gives the best measure of performance. You do not need tons of metrics. Any process in the world can be boiled down to a handful of key metrics. Understanding the key metrics allows you to tell how the organization is functioning.

I had a boss early in my career who said, "We don't have problems, we have opportunities to excel!" Challenges are never ending in business. How you respond to them is your success metric!

You only learn from your failures. The trick is to protect the downside. There are tons of ways to determine root causes. But there is only one way to view failures, and that is as a learning experience. The minute you treat a failure as a reason to be negative, you destroy your team dynamic. Everyone has to feel that they can exercise their intellect to try methods that they are not sure will work. Some of the biggest leaps forward come from "mistakes" that occurred during the process.

A single failure can teach more than a thousand successes. Embracing and learning from failures is pivotal for a startup's success. Every setback provides a chance for growth, benefiting both the company and its team. The journey of entrepreneurship is challenging; adopting a mindset that values failure as a learning opportunity can help you navigate myriad hurdles and envision a sustainable future for your venture. While failure can be instructive, excessive failures are detrimental. Every business move should be well-thought-out and deliberated. If you hit an impasse, it's time to take a bold step forward and see where it leads.

In my personal experience, trusting one's intuition is a vital aspect of navigating startup pivots. Amidst data and feedback, intuition serves as a guiding instinct in uncertain scenarios. It enables quick decisions, unveils hidden opportunities, and ensures alignment with core values. In the tumultuous startup world, intuition instills confidence when certainty is elusive. It fosters customer-centric choices that data may miss. However, intuition must complement data-driven decision-making. Validate hunches with data, seek input from the team, and reflect on outcomes. In essence, intuition is a potent tool for entrepreneurs, aiding them in making pivotal decisions while embracing the fluidity of the startup journey.

Collaboration has been a game-changer in my journey. Partnering with others in and around my field has opened doors to innovation. Fresh perspectives can ignite groundbreaking ideas. Stay open to partnerships, networking, and knowledge exchange. Your next breakthrough may come from an unexpected collaboration!

Look at your cash-flow & break-even point: Facing the hard facts of your runway can help accept & timing a pivot (product / service / market / R&D project...). Successful sales or fundraising round often takes longer than expected, so wanting to ensure revenue through a pivot or having to reduce cost with impact on your roadmap can help determine the time to pivot.

When you're seeing that prospects are not feeling a 'wow' factor with what you have to offer and therefore, not championing or emotionally synced with purchasing your product.