Henry Edison
ABSTRACT
Software industry has been shifting from traditional, plan-based 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.
- P. A. Abetti. The birth and growth of Toshiba's laptop and notebook computers: A case study in Japanese corporate venturing. Business Venturing, 12(6):507--529, 1997.Google Scholar
Cross Ref
- M. Assink. Inhibitors of disruptive innovation capability: a conceptual model. European Journal of Innovation Management, 9(2):215--233, 2006.Google ScholarCross Ref
- C. K. Bart. New venture units: Use them wisely to manage innovation. Sloan management review, 29(4):35--43, 1988.Google Scholar
- J. Birkinshaw, R. van Basten Batenburg, and G. Murray. Venturing to succeed. Business strategies review, 13(4):10--17, 2002.Google Scholar
- S. Blank. Why the lean start-up changes everything. Harvard Business Review, 91(5):64+, 2013.Google Scholar
- J. Bosch, H. Olsson, J. Björk, and J. Ljungblad. The early stage software startup development model: a framework for operationalizing lean principles in software startups. Lean Enterprise Software and Systems, pages 1--15, 2013.Google ScholarCross Ref
- R. K. Chandy and G. J. Tellis. The incumbent's curse? Incumbency, size and radical product innovation. Journal of Marketing, 64(3):1--17, 2000.Google ScholarCross Ref
- C. Christensen. The innovator's dilemma. Harvard Business School Press, 1997.Google Scholar
- B. L. David. How internal venture groups innovate. Research Technology Management, 37(2):38--43, March/April 1994.Google ScholarCross Ref
- P. F. Drucker. Innovation and entrepreneurship. Harper and Row, New York, 1985.Google Scholar
- P. Ghemawat. Market incumbency and technological inertia. Marketing Science, 10:161--171, 1991. Google ScholarDigital Library
- T. Gilb and K. Gilb. "Lean Startup" - The most extreme agile method by far. Agile Record, (9), 2012.Google Scholar
- G. Hammel. Leading the revolution. Harvard Business Review, Boston, 2000.Google Scholar
- B. A. Kitchenham, S. L. Pfleeger, L. M. Pickard, P. W. Jones, D. C. Hoaglin, K. E. Emam, and J. Rosenberg. Preliminary guidelines for empirical research in software engineering. IEEE Transactions on Software Engineering, 28(8):721--734, 2002. Google ScholarDigital Library
- D. F. Kuratko, J. G. Covin, and R. P. Garret. Coporate venturing: Insights from actual performance. Business Horizons, 52(5):459--467, 2009.Google ScholarCross Ref
- D. F. Kuratko, J. S. Hornsby, and J. G. Covin. Dignosing a firm's internal environment for corporate entrepreneurship. Business Horizons, 57:37--47, 2014.Google ScholarCross Ref
- R. G. McGrath. Advantage from adversity: Learning from dissapoinment in internal corporate ventures. Business Venturing, 12(5):121--142, 1995.Google ScholarCross Ref
- M. P. Miles, and J. G. Covin. Exploring the practice of corporate venturing: Some common forms and their organizational implications. Entrepreneurship theory and practice, 26(3):21--41, 2002.Google Scholar
- C. W. Morse. The delusion of intrapreneurship. Long Range Planning, 19(6):92--95, 1986.Google ScholarCross Ref
- A. Muller, L. Välikangas, and P. Merlyn. Metrics for innovation: Guidelines for developing a customized suite of innovation metrics. IEEE Engineering Management Review, 33(4):66--72, 2005.Google ScholarCross Ref
- N. Oliver, L. Schab, and M. Holweg. Lean principles and premium brands: conflict or complement? International Journal of Production Research, 45(16):3723--3739, 2007.Google ScholarCross Ref
- N. Paternoster, C. Giardino, M. Unterkalmsteiner, T. Gorschek, and P. Abrahamsson. Software development in startup companies: A systematic mapping study. Information and Software Technology, 56(10):1200--1218, 2014. Google ScholarDigital Library
- G. Pinchot. Introducing the 'intrapreneur': Successful innovatior in large companies sometimes function as in-house entrepreneurs, running projects as independent innovators would. IEEE Spectrum, 22(4):74--79, 1985.Google ScholarCross Ref
- E. Ries. The lean startup: How today's entrepreneurs use continuous innovation to create radically successful business. Crown Business, USA, 2011.Google Scholar
- E. B. Roberts and C. A. Berry. Entering new business: selecting strategies for success. Sloan management review, 26(3):3--17, 1985.Google Scholar
- J. Ross. Corporations and entrepreneurs: Paradox and opportunity. Business Horizons, 30(4):76--80, 1987.Google ScholarCross Ref
- P. Sharma and J. J. Chrisman. Toward a reconciliation of the definitional issues in the field of corporate entrepreneurship. Entrepreneurship theory and practice, 23(3):11--27, 1999.Google Scholar
- J. Stanley M. Sutton. The role of process in a software start-up. IEEE Software, 17(4):33--39, 2000. Google ScholarDigital Library
- H. Stevenson, M. J. Roberts, and D. E. Grousbeck. New business venture and the entrepreneur. 3rd edition. Irwin Publishing, 1989.Google Scholar
- H. H. Stevenson and J. C. Jarillo. A paradigm of entrepreneuship: entrepreneurial management. Strategic Management Journal, 11:17--27, 1990.Google Scholar
- A. Strauss and J. Corbin. Basics of Qualitative Research. Sage Publication, 1998.Google Scholar
- J. Womack and D. Jones. Lean thinking: Banish waste and create wealth in your corporation. Free Press, New York, 2003 edition, 2003.Google Scholar
Index Terms
- Lean startup: why large software companies should care
Recommendations
What influences software startups to use lean startup?
XP '18: Proceedings of the 19th International Conference on Agile Software Development: CompanionSoftware startups develop new products or service using software development under extreme uncertainty conditions. Agile methodologies are considered the most suitable for these teams since they accomodate changes easier than traditional software ...
Lean Software Development: A Tutorial
“Lean Software Development” has become a popular term over the last few years. This tutorial describes where it comes from, what it means, how it relates to well-known agile development practices, and how it will evolve in the future.
Applying Lean Startup: An Experience Report -- Lean & Lean UX by a UX Veteran: Lessons Learned in Creating & Launching a Complex Consumer App
AGILE '12: Proceedings of the 2012 Agile ConferenceThis paper outlines lessons learned from a senior UX, product and software development consultant's experiences in conceiving, designing, developing and launching MiniDates.com, a complex consumer dating application. Key decisions and moments over our ...
Comments