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
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