Lean Startup in Large Organizations: Overcoming Resistance to Innovation

ISBN-13: 9781138359130 / Angielski / Miękka / 2022 / 134 str.

EUCHNER

Opis

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.

Recenzje

Startups are not just smaller versions of larger companies. The tools for effectively managing new ventures are different from those for managing existing businesses. This insight was at the root of the Lean Startup methodology, and its corollary is also true: New ventures in corporations are not just startups that happen to be housed inside a company. Lean Startup methods work there, too, but additional tools are required. Jim shows us one path forward in this book.

Steve Blank, Adjunct Professor, Stanford University; Co-founder of the Lean Startup movement

Jim has been involved ln leading-edge innovation research with me at MIT for years, and has also led successful innovation inside corporations for decades. His focus has always been on making leading-edge innovation practices work really well in the messy, real-world context of Corporate America. This book lays out practices that work.

Eric von Hippel, T. Wilson Professor of Innovation, MIT Sloan School of Management

Can incumbents win the innovation game? Yes, but the tools and approaches are radically different for an existing company than for a startup. Too often, a large organization gives up too soon when they apply one of the most valuable systems-Lean Startup. Jim Euchner has codified the challenges, articulated the areas of resistance, and underscored the urgency related to a large company's need to embrace Lean Startup practices to accelerate to growth. This book looks broadly at universal truths about how to bring the best of Silicon Valley-inspired innovation existing companies so that teams can drive innovation at scale. It's a brilliantly constructed, deeply-researched, user-friendly guide for leaders who know they need to move fast like a startup but within an existing corporate culture. A must read.

Andrea Kates, SUMA Ventures, San Francisco

Bringing innovation to market in an existing corporation is challenging. Jim Euchner's book explains why this is so difficult, how to address those hurdles, and how to develop a successful start-up in an established company. He has developed an approach that is both practical and applicable. His book is based on real-life experience developed by himself and others, and I observed it first-hand working at Goodyear. The book is well written and easy to understand.

Jean-Claude Kihn, Former CTO and President of the Europe/Middle East business, Goodyear Tire & Rubber Company

Jim Euchner's book ushers in the innovation enterprise. As we emerge from the unchartered waters of a post-pandemic world, A CEO's greatest driver will categorically be innovation. Lean Startup presents a practical model to harness chaos into competitive advantage. My experience personally interviewing over 1,000 top CEOs leads me to believe that Lean Startup in Large Organizations could arguably be the most important book an enterprise CEO reads in 2022.

Robert Reiss, Founder and CEO, The CEO Forum Group

 

"The companies that squander innovative opportunities are often the same corporations searching for new avenues of growth because prospects in their core have stalled." Jim is one of a few rare individuals who have a firm foot hold in both theory and practice. This helps to ensure that Lean Startup in Large Organizations is well grounded, relevant and delivers impact as it provides readers with a set of practical tools to help bring a concept from idea to validated business.

Tim Baines, Professor, Aston Business School

Spis treści

Preface: Why this book Acknowledgements About the Author Chapter 1: Introduction Chapter 2: Lean Startup in a Nutshell Chapter 3: What’s Different in Large Organizations Chapter 4: Containing the Chaos: The Innovation Stage-Gate Chapter 5: Working with the Performance Engine: Graduated Engagement Chapter 6: Achieving Strategic Alignment: Asset-Based Opportunity Spaces Chapter 7: Introducing a New Business Model: The Business Model Pyramid Chapter 8: Organizing for Growth: The Separate-but-Connected Model Chapter 9: Making the Bet to Win: Ambidextrous Leadership Chapter 10: Yes… AND: A Summary of Practices References