Contents
Chapter 2 Lean Startup in a Nutshell: What Every Executive Should Know about Lean Startup
The First Three Principles: How to Learn
The Integrative Principle: Innovation Accounting
The Last Three Principles: What to Learn
Chapter 3 What’s Different in Large Organizations: Why Lean Startup Is Not Enough
1. The Need to Contain the Chaos
2. The Need to Manage Disruptions to Operations
3. The Need for Strategic Alignment
4. The Need to Introduce a New Business Model
5. The Need to Protect the NewCo
Chapter 4 Containing the Chaos: An Innovation Stage-Gate
Lean Learning Loops and a Perception of Chaos
Staffing the Innovation Stage-Gate
Chapter 5 Working with the Performance Engine: Graduated Engagement
The Problem: Where You Stand Depends on Where You Sit
The “Other” Category in Procurement
Summary: Managing Resistance to Innovation
Chapter 6 Achieving Strategic Alignment: Asset-Based Opportunity Spaces
Asset-Based Opportunity Spaces
John Rossman on Innovation the Amazon Way
Chapter 7 Introducing a New Business Model: The Business Model Pyramid
The Problem: Business Model Inertia
How Do You Do Business Model Innovation?
1. Start with a Clear Understanding of Customer Value
2. Identify Business Model Options
3. Study Business Model Risks Broadly
4. Model the Risks to the Core Business
5. Reduce the Risks Using Business Experiments
6. Incubate the Business at Small Scale
Chapter 8 Organizing for Growth: The Separate-but-Connected Model
The Separate-but-Connected Organizational Model for New Ventures
Vijay Govindarajan on Making Strategic Innovation Work
Chapter 9 Making the Bet to Win: Ambidextrous Leadership
Michael Tushman on Ambidextrous Leadership
Chapter 10 Yes … And: Making Lean Startup Work in Large Organizations
Complementary Practices for Lean Startup in Large Organizations
1. Innovation Stage-Gates: Reconciling Lean Learning Loops with the Need to Demonstrate Discipline
2. Graduated Engagement: Developing MVPs in the Context of the Performance Engine
3. Opportunity Spaces: The Value Hypothesis and the Need to Create Strategic Alignment
4. The Business Model Pyramid: The Business Model Hypothesis and the Need to Manage Internal Risks
5. Organizing for Growth: The Growth Hypothesis and the Separate-but-Connected Organizational Model