Lean Startup in Large Organizations

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.

Autorentext

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, operations research 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 four 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 a Visiting Professor. He was a member of the Scientific Advisory Council for the Nissan autonomous vehicle program and is a co-founder of the MIT Innovation Laboratory, a consortium of companies focused on 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. Jim 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 Master's from Princeton University, where he was a Guggenheim Fellow. He also holds an MBA from Southern Methodist University.

Inhalt

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