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Lean Startup in Large Organizations : Overcoming Resistance to Innovation.
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 princip...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
[Place of publication not identified] :
Productivity Press,
2022.
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| Edición: | First edition. |
| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 245 | 1 | 0 | |a Lean Startup in Large Organizations : |b Overcoming Resistance to Innovation. |
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| 505 | 0 | |a Preface: Why this bookAcknowledgementsAbout the AuthorChapter 1: IntroductionChapter 2: Lean Startup in a NutshellChapter 3: What⁰́₉s Different in Large OrganizationsChapter 4: Containing the Chaos: The Innovation Stage-GateChapter 5: Working with the Performance Engine: Graduated EngagementChapter 6: Achieving Strategic Alignment: Asset-Based Opportunity SpacesChapter 7: Introducing a New Business Model: The Business Model PyramidChapter 8: Organizing for Growth: The Separate-but-Connected ModelChapter 9: Making the Bet to Win: Ambidextrous LeadershipChapter 10: Yes⁰́Œ AND: A Summary of PracticesReferences | |
| 520 | |a 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 | ||
| 545 | 0 | |a Jim Euchner is an expert in driving growth inside large enterprises, with a track record of delivering top line and bottom line growth through radical process innovation, new product introduction, and the launch of new businesses. His experience includes senior leadership positions in the automotive, manufacturing, telecommunications and oil and gas industries. He was a pioneer in the use of design methods inside companies, and has developed practices for the use of lean startup techniques that are effective in the corporate context. Throughout his career, Jim has focused on the practical application of emerging technologies, including AI, machine learning, cloud-based predictive analytics, OR and the Internet of Things Most recently, Jim was Vice President of Global Innovation at Goodyear Tire & Rubber Company, where he led the development of new businesses and incubated and launched five businesses on three continents. Prior to his work at Goodyear, Jim held positions as Vice President of Growth Strategy and Innovation at Pitney Bowes, Inc. and Vice President, Network Systems Advanced Technology at Bell Atlantic (now Verizon). Jim is industry co-chair of the Advanced Services Partnership at Aston University (UK), where he is also an Honorary Professor. He is a member of the Scientific Advisory Council for the Nissan autonomous vehicle program and a co-founder of the MIT Innovation Laboratory, a consortium of companies interested in user and community innovation. Jim is Editor in Chief of Research-Technology Management, a peer-reviewed journal for practitioners of innovation, technology and research management. He has published and spoken extensively on innovation and technology management, including award winning papers on Business Model Innovation and applied applications of artificial intelligence. He holds 13 U.S. patents. He is particularly interested in business model innovation and the effective use of lean startup approaches in large organizations. Jim received his Bachelor of Science degree from Cornell University in mechanical and aerospace engineering and his Masters from Princeton University, where he was a Guggenheim Fellow. He also holds an MBA from Southern Methodist University. | |
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