000			03182nam a22002297a 4500
005			20240208152227.0
008			240208b |||||||| |||| 00| 0 eng d
020			_a9781138359130
082			_a658.114 _bEUC
100			_aEuchner, James A. _914112
245			_aLean startup in large organizations: overcoming resistance to innovation
260			_bRoutledge _aNew York _c2022
300			_axviii, 134 p.
365			_aGBP _b26.99
500			_aPreface: 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
520			_aLarge 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 in order to increase the pace and agility of their innovation initiatives, but most have had limited success in doing so. Although the principles seem intuitive and straightforward, 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 for the new venture that not only works in the marketplace but also works within the constraints of the corporation Managing the conflicts that inevitably arise 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 and flexibility required of a new venture Conducting business experiments with physical goods as well as with software offerings Managing the risk of investing in a new domain for executives that are used to investing where the risks are more clearly understood This book describes a systematic approach for 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. The book describes how it is done, with examples from practice in companies that have successfully used the methods. It complements Lean Startup methods with elements of corporate innovation practices developed by leading academics and practitioners. It brings these practices together for the first time in a practical and integrated way.
650			_aNew business enterprises _912909
650			_aConsumers' preference _915468
650			_aOrganizational effectiveness _913026
650			_aEntrepreneurship _913282
942			_cBK _2ddc
999			_c5845 _d5845