In the name of Allah the Merciful

Lean Startup in Large Organizations: Overcoming Resistance to Innovation

James A. Euchner, 103220026X, 9781032200262, 978-1032200262

English | 2022 | PDF

number
type
  • {{value}}
wait a little

Large corporations must become far more agile in implementing new  products and new business models. The pace of technology change, the  blurring of industry boundaries, and the agility and resources of  startups in almost every industry segment demand it.

Many  companies have begun to adopt the principles of Lean startup but have  had limited success in doing so. The principles seem intuitive and  straightforward, but there are challenges to using them inside an  existing company, especially in a manufacturing environment. The biggest  requirements, beyond those espoused for startups, are:


Developing a business model that fits the assets and constraints of the  corporation, in addition to achieving product-market fit.  

Managing the conflicts that inevitably arise with the "performance  engine," that is, with the current operating business; every business  that has operated over decades has well-established ways of doing things  that may not fit the required pace of a new venture.  

Managing the risk of investing in a venture in a new area for a company  used to investing where the risks are more clearly understood.  

Conducting Lean iterate-and-test cycles with physical goods as well as software offerings (for manufacturing firms)
This  book describes a systematic approach to implementing Lean Startup in  large organizations. It builds on the principles of Lean startup and  adds additional practices required to manage the realities of the  corporate context. This book essentially describes how it is done. It is  based on elements of practice developed by leading academics and  practitioners in the corporate world, and it brings together the pieces  in a practical and integrated way. It includes a case study of the  approach in practice at Goodyear Tire & Rubber company, which has  used it to launch businesses on three continents.

The model for  Lean startup in Large organizations is organized around the six more or  less distinct stages required to move from a new concept to a new  business inside a large organization.