Index

• A
   
  
• Adner, Ron, 4, 82, 85–88
• Adoption chain risks, 83
• Agile product development, 9
• Alternative business models, 44
• Amazon, 3, 103
• Amazon Care, 70
• Amazon Prime, 69
• Amazon Web Services (AWS), 71, 72
• Innovation the Amazon Way, interview with John Rossman, 70–74
• leveraging of assets, 68–69
• Amazon Web Services (AWS), 71, 72
• Ambidextrous leadership, 34, 126
• challenges of, interview with Michael Tushman, 114–117
• structural ambidexterity, 113
• Apple, 83
• Argyris, Chris, 109
• double loop learning, 110
• single loop learning, 109, 110
• The Art of Profitability, 24
• Asset-based opportunity spaces, 32, 66–70
• AWS, see Amazon Web Services
• B
   
  
• Bet to win, 34–35
• Blank, Steve, 7–11, 21, 27
• Borrowing assets, 100
• Borrowing challenge, 106
• Business-building strategy, 104
• Business experiments, challenges
• contracts 101, 52
• intellectual property, 60
• marketing, 61
• procurement, 61–62
• risk management, 61
• sales, 62
• Business model, 77–78
• archetypes, 81
• coherence, 77
• contracts 101, 52
• inertia, 75–77
• innovation, 78–79
• pyramid, 78–79
• Business Model Canvas, 9, 18, 20, 24, 77, 78
• Business Model Hypothesis, 23–25, 40
• Business model inertia, 75–77
• The Business Model Navigator, 24
• Business model options identification, 80–82
• Business Model Pyramid, 3, 78–79, 124–125
• business design, interview with Adrian Slywotzky, 90–93
• business experiments, risk reduction, 89–90, 93–96
• business model options identification, 80–82
• business model risks, 82–85
• customer value, understanding of, 79–80
• incubation, 96
• innovation ecosystems, interview with Ron Adner, 86–88
• risks to core business, 88–89
• Business model risks, 82–85
• Business prototypes, 17
• C
   
  
• Co-innovation risks, 82, 84, 86
• Competitive advantage, 77
• Concept prototypes, 17
• Core business, risks to, 88–89
• Corporation, risks to, 120
• Customer base, 66
• Customer value, understanding of, 79–80
• Customer value proposition (CVP), 21, 29, 40, 43
• D
   
  
• Discovery phase, 46
• Double loop learning, 110
• E
   
  
• EasyShare product, 103
• eBay, 73
• Economic leverage, 77
• F
   
  
• Facebook, 11, 12
• FBA, see Fulfillment by Amazon
• Forgetting challenge, 105
• Fulfillment by Amazon (FBA), 72, 73
• G
   
  
• Game theory
• Samaritan game, 55–56
• Watchdog game, 56–59
• Gassmann, Oliver, 24
• Genesis and Future of Lean Startup, interview with Steve Blank, 8–11
• Goodyear’s eco-tire experiment, 17, 24
• Goodyear’s Innovation Stage-Gate, 42, 43
• Goodyear Tire & Rubber Company, 39, 40, 78
• Govindarajan, Vijay, 4, 30, 32, 53, 65, 99, 100, 102
• borrowing challenge, 106
• forgetting challenge, 105
• learning challenge, 105
• making strategic innovation work, interview with, 104–107
• Graduated engagement, 122–123
• Growth hypothesis, 25–26, 125–126
• I
   
  
• Incubation, 25, 45, 46, 59, 104
• Incubation phase, 41
• Innovation accounting, 18–21
• Innovation Stage-Gate, 29, 37–42, 122
• focus, 42–43
• incubation, 45
• phases, 39–41
• staffing, 46–49
• value capture, 44–45
• value creation, 43–44
• Innovation the Amazon Way, 70–74
• Innovation types
• Type I innovation, 111, 112
• Type II innovation, 111
• Integrative principle, 18–21
• Intellectual property, 60
• Internet of Things (IoT), 76
• J
   
  
• Jobs, Steve, 83
• Job-to-be-Done (JTBD), 21
• K
   
  
• Kanban board, 18, 19
• Kodak, 103
• L
   
  
• Lean learning loops (LLL), 13–16, 39
• Lean Startup; see also individual entries
• in existing organizations, 28, 29
• first three principles
• lean learning loops, 13–16
• minimum viable products (MVP), 16–17
• pivot-or-persist decision, 17–18
• genesis and future of Lean Startup, interview with Steve Blank, 8–11
• last three principles
• business model hypothesis, 23–25
• growth hypothesis, 25–26
• value hypothesis, 21–23
• manage disruptions to operations, 30–31
• need for strategic alignment, 31–32
• need to contain chaos, 28–30
• new business models and, 32–33
• protecting the NewCo, 33–34
• tools for large organizations, 120, 121
• ambidextrous leadership, 126
• Business Model Pyramid, 124–125
• complementary practices, 120
• graduated engagement, 122–123
• innovation stage-gates, 122
• opportunity spaces, 124
• Separate-but-Connected organizational model, 126
• What Large Companies Can Learn from Startups, interview with Eric Ries, 11–13
• Learning challenge, 105
• Leveraging assets
• channel, 66
• customer base, 66
• infrastructure, 67
• technology, 67
• underlying customer need, 67
• value chain, 67
• LLL, see Lean learning loops
• M
   
  
• Minimum viable ecosystem (MVE), 85
• Minimum viable products (MVP), 9, 16–17
• Moore, Geoffrey, 22
• MVE, see Minimum viable ecosystem
• MVP, see Minimum viable products
• N
   
  
• NewCo, 33–34, 101, 104, 107
• New Earth Tire experiment, 17
• NSF I-Corps, 7
• O
   
  
• O’Connor, Gina
• innovation stages, 46
• interview with, 47–49
• Opportunity spaces, 124
• Osterwalder, Alexander, 9
• P
   
  
• Payoff matrix
• Samaritan Game, 55
• Watchdog Game, 56
• PDCA (Plan-Do-Check-Act) cycle, 109
• The People Side of Breakthrough Innovation, interview with Gina O’Connor, 46
• Performance engine, 53–54, 122
• Performance engine risks, 119–120
• Personal risks, 119
• Pitney Bowes, 15, 17
• Pivot-or-persist decision, 17–18
• Proactive Services business, Goodyear, 101
• Product-centric business models, 76
• R
   
  
• Resistance to innovation, root causes, 53–55
• Ries, Eric, 7, 8, 11–13, 21
• Risk management, 61
• Role ambiguity, 47
• Rossman, John, 70–74
• S
   
  
• Sales, innovation challenges, 62, 102
• Samaritan game, 55–56
• Separate-but-Connected model, 34, 101
• Making Strategic Innovation Work, interview with Vijay Govindarajan, 104–107
• for new ventures, 100–103
• overcoming resistance, 103–104
• Services-led business model, 76–77
• Single Customer P&L, 45
• Single loop learning, 109, 110
• Six Sigma, 110
• Slywotzky, Adrian, 3–4, 23, 24, 80, 90–93
• Strategic alignment, 31–32
• Amazon example
• Amazon Care, 70
• Amazon Prime, 69
• Amazon Web Services (AWS), 71, 72
• Innovation the Amazon Way, interview with John Rossman, 70–74
• leveraging assets, 68–69
• asset-based opportunity spaces, 66–70
• leveraging assets
• channel, 66
• customer base, 66
• infrastructure, 67
• technology, 67
• underlying customer need, 67
• value chain, 67
• Strategic question, 42
• Structural ambidexterity, 113, 115
• Successive elaboration of concepts, 39
• Successive refinement of concepts, 39
• T
   
  
• Team-centric ambidexterity, 114
• Technical prototypes, 17
• Trimble, Chris, 30, 60, 100, 104
• Tushman, Michael, 5, 34, 113, 114
• on ambidextrous leadership, 114
• interview with, 114–117
• Type I innovation, 111, 112
• Type II innovation, 111
• V
   
  
• Value capture, 44–45
• Value chain, 67
• Value chain risks, 85
• Value creation, 43–44
• Value creation experiments, 94–95
• Value hypothesis, 21–23, 40
• W
   
  
• Wide Lens, 87
• “Wizard of Oz” prototype, 21
• X
   
  
• Xerox, 103