000 06100cam a2200661Ii 4500
001 ocn880916305
003 OCoLC
005 20220701010947.0
006 m o d
007 cr |||||||||||
008 140505t20142014nju o 001 0 eng d
040 _aAU@
_beng
_erda
_cAU@
_dCUI
_dDG1
_dOCLCF
_dYDXCP
_dUMI
_dEBLCP
019 _a900652425
_a961490293
_a962658664
020 _a9781118854006 (electronic bk.)
020 _a1118854004 (electronic bk.)
020 _a9781118852064 :
_c40 (NL)
020 _a1118852060
020 _a9781118852064 (ePDF)
020 _a9781118852187 (ePub)
020 _a1118852184 (ePub)
020 _z9781118852170 (hbk.)
020 _z1118852176 (hbk.)
029 0 _aAU@
_b000052922552
029 1 _aNZ1
_b15626501
029 1 _aCHVBK
_b325943273
029 1 _aCHBIS
_b010259665
029 1 _aDEBBG
_bBV043396831
035 _a(OCoLC)880916305
_z(OCoLC)900652425
_z(OCoLC)961490293
_z(OCoLC)962658664
037 _aCL0500000538
_bSafari Books Online
050 4 _aTS156 .O96 2014
082 0 4 _a658.4013
049 _aMAIN
100 1 _aOwens, Trevor,
_eauthor.
245 1 4 _aThe lean enterprise :
_bhow corporations can innovate like startups /
_cTrevor Owens, Obie Fernandez.
264 1 _aHoboken, New Jersey :
_bWiley,
_c[2014]
264 4 _c©2014
300 _a1 online resource (xx, 236 pages)
336 _atext
_2rdacontent
337 _acomputer
_2rdamedia
338 _aonline resource
_2rdacarrier
500 _aDescription based on online resource; title from PDF title page (Wiley, viewed June 4, 2014)
504 _aIncludes index.
505 0 _aThe Lean Enterprise: How Corporations Can Innovate Like Startups; Copyright; Contents; Introduction; Enterprises in Peril; Startups Ascendant; The Enterprise's Dilemma; Unleashing the Enterprise; Why Intrapreneurship Fails; Autonomy; Incentive; Financial Structure; Enter the Lean Startup; New Tools for CFOs; Dawn of the Lean Enterprise; Chapter 1: Roadmap: Introducing the Lean Enterprise; The Innovation Colony; The Lean Startup Method; Build, Measure, Learn; Product/Market Fit; Three Strategies; Chapter 2: Strategy; Market Shifts Are Unpredictable; Small Teams Create Enormous Value. New Markets Are Winner-Take-AllSpeed Is the Only Competitive Advantage; For Each Success, There May Be a Thousand Failures; A Framework for Action; Incubation; Acquisition; Investment; Fringe Benefits; Chapter 3: Corporate Structure; From Skunkworks Onward; Skunkworks; Intrapreneurship; Innovation Labs; Enter the Innovation Colony; A New Organization to Cope with New Rules; Autonomy; Personnel; Funding; Measuring Success; Chapter 4: Compensation; The Power of the Upside; Managing Directors; Innovation Teams; Acquisitions; Acqui-Hires; Additional Personnel. Chapter 5: Vision: The Innovation ThesisKnow the Market; Formulate an Innovation Thesis; Execute on the Thesis; Chapter 6: Lean Enterprise Process; Roots of the Lean Startup; Limitations; Sprints; Experimental Process: A Quick Overview; Confirmation Bias; Risk Aversion; Documentation; Experimental Process: Step-by-Step; Form a Hypothesis; Identify Your Riskiest Assumption; Choose a Test Method; Segment Customers; Set Success Criteria; Build a Metrics Model; Build an MVP; Run the Experiment; Pivot or Persevere; Javelin Board; Chapter 7: Experimental Methods; Where to Find Customers. Phase 1: ExplorationPhase 2: Pitch; Phase 3: Concierge; Phase 4: Prototype; Chapter 8: Innovation Accounting; Vanity Metrics versus Actionable Metrics; Pirate Metrics; Engines of Growth; Building a Metrics Model; Tutorial: Modeling an Online Subscription Business; Chapter 9: Incubate Internally; Low Momentum, High Control; Benefits; Financing Internal Startups; How to Incubate; Generating Ideas; Organizing a Lean Startup Machine; How to Run a Hackathon; Chapter 10: Acquire Early; Who Are You Looking For?; High Control, High Momentum; Finding Acquisition Opportunities. Choosing Acquisition TargetsStructuring the Deal; Pricing; Cash versus Equity; Lockups; Earnouts; Pitfalls; Losing the CEO; Moving Too Slowly; Damaging Existing Employee Morale; Chapter 11: Invest When You Can't Acquire; Low Control, High Momentum; Benefits of Investing; Investment Mechanics; Investment Vehicles; Convertible Notes; Equity Investments; Enterprise Investment Psychology; Choosing Investments; Evaluating Product/Market Fit; Make Your Own Decisions; Chapter 12: Innovation Flow; Conclusion; Objections to the Lean Enterprise; Objection: Existing Organization Can Handle Innovation. Objection: Enterprises Don't Need an Innovation Colony, They Need an Innovative Culture.
520 _a"Presents a groundbreaking design for revolutionizing larger organizations, one that draws on the ingenious tenets and practices espoused by the startup community. The guidelines in this book will help companies shake the lethargy, bureaucracy, and power struggles that plague large organizations and hold them back from true innovation. At the heart of this resource is a comprehensive, practical approach based on methods, timetables, compensation, financial investment, and case studies that reveal the startup mentality. Respected thought leaders in lean startup methodologies, the authors cover successful enterprise development, development innovation labs, corporate venture arms, and acquisition and integration of startups."--Provided by publisher.
650 0 _aLean manufacturing.
650 0 _aProduction management.
650 0 _aQuality control.
650 0 _aNew products.
650 7 _aLean manufacturing.
_2fast
_0(OCoLC)fst01746665
650 7 _aNew products.
_2fast
_0(OCoLC)fst01036889
650 7 _aProduction management.
_2fast
_0(OCoLC)fst01078309
650 7 _aQuality control.
_2fast
_0(OCoLC)fst01084966
655 4 _aElectronic books
700 1 _aFernandez, Obie,
_eauthor.
776 0 8 _iPrint version:
_aOwens, Trevor.
_tLean enterprise.
_dHoboken, New Jersey : Wiley, [2014]
_z9781118852170
_w(OCoLC)870425421
856 4 0 _uhttp://dx.doi.org/10.1002/9781118854006
_zWiley Online Library
994 _a92
_bDG1
999 _c21440
_d21399