Abstract
Overview: Large corporations often face the challenge of changing themselves for a variety of reasons. The Lean Startup methodology, created to power innovation development in startups, can be applied to minimize the risk and resistance associated with the transformation of large corporations, by scaling up Lean Startup’s iterative experimentation approach from an experimentation organization to the entire corporation. This case study of a Lean Startup–catalyzed transformation at an established, global firm has three implications for practitioners considering a similar transformation: 1) Clear role-mapping of business units and the experimental organization is essential to success; 2) Lean Startup should be adapted with an understanding of the interaction between the methodology’s limitations and the managerial characteristics of the firm; and 3) scaling up without proper corporate coordination can undermine the transformation.
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