Lean startup

Abstract

Software industry has been shifting from traditional, planbased software development to agile software development. Agile seems able to prescribe on how to develop a working software faster, but is still unable to give answer what product should be developed. This paper aims to investigate why large companies should adopt Lean startup to seek for radical innovation. This understanding could be used as a basis to confront disruptive innovation where the problem and the solution are both unknown. A single case study was conducted in a large software company. Eight practitioners with different roles were interviewed. We identified the characteristics of internal startups and the lessons learned on practising Lean Startup inside the large software company.

Industries, frameworks, and key drivers of lean startup: a systematic literature review

“…Strategic changes require support and commitment from the Top Management Team to ensure sustainability through funds and assets that enable their deployment and maintenance (Edison et al, 2015;Gaffney et al, 2014). Therefore, it is essential for organisations to be motivated and understand the needs, as time and effort are necessary for these change processes (Yaman et al, 2017).…”

“…Certain individuals excel in stable contexts, while others thrive amidst high uncertainty. Moreover, some teams require a slower pace of progress to fully comprehend their work, which may be incompatible with Lean Startup principles (Edison et al, 2015). Therefore, it is decisive to identify the appropriate profiles within the organisation.…”

“…While Lean Startup has received increasing attention from academia, the discussion regarding its usefulness and benefits in practice is ongoing (N. Bocken & Snihur, 2020). This lack of knowledge about implementation, as pointed out by Mansoori (2017), is reflected in criticisms such as those of Bieraugel (2015), who argues that Lean Startup was not originally designed to be incorporated into established organisations, or the lack of scientific evidence regarding its benefits in large organisations (Edison et al, 2015). On the other hand, authors like Popowska and Nalepa (2015) suggest that manufacturing companies may find it more challenging to follow the methodology due to their higher capital intensity and slower iteration cycles.…”

Employee-Driven Innovation to Fuel Internal Software Startups: Preliminary Findings

“…The main difference is, however, that internal software startups are nested within the existing parent companies [6]. Unlike external startups that rely on limited resources, internal startups benefit from several existing resources (e.g., salary) [13]. Further, if the external startups are mainly driven by the needs of their external customers, the internal startups also must consider their corporate management [13].…”

“…Unlike external startups that rely on limited resources, internal startups benefit from several existing resources (e.g., salary) [13]. Further, if the external startups are mainly driven by the needs of their external customers, the internal startups also must consider their corporate management [13]. However, various types of internal startups may differ in how much they depend on their parent company.…”