I
t’d be hard to choose two words that feel less descriptive of life inside a large organization than “lean” and “startup.”
And yet the lean startup methodology, born in Silicon Valley as a way for startups to tune in to customer needs with limited resources, has been gaining major momentum inside big companies like General Electric, Alaska Airlines, Telefonica, 3M, and W.L. Gore. When my publication, Innovation Leader, surveyed 170 executives who work in R&D, strategy, and new product development roles at large public companies, we found that 82% said they’ve already deployed some elements of the lean startup approach.
Image: RAMAZAN BALAY
