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040			_aTBS _bEN _cTBS
041			_aeng
100			_aBlank, Steven G. _q(Steven Gary) _910577 _eauthor
245			_aWhy the lean start-up changes everything _c/ Steven G. Blank.
260			_bHarvard Business Review, _c2013
300			_b63-72 pages.
490			_aHarvard Business Review _vvol.91, no.5
520			_aIn the past few years, a new methodology for launching companies, called "the lean start-up," has begun to replace the old regimen. Traditionally, a venture's founders would write a business plan, complete with a five-year forecast, use it to raise money, and then go into "stealth mode" to develop their offerings, all without getting much feedback from the people they intended to sell to. Lean start-ups, in contrast, begin by searching for a business model. They test, revise, and discard hypotheses, continually gathering customer feedback and rapidly iterating on and reengineering their products. This strategy greatly reduces the chances that start-ups will spend a lot of time and money launching products that no one actually will pay for. Blank, a consulting associate professor at Stanford, is one of the architects of the lean start-up movement and has seen this approach help businesses get off the ground quickly and successfully. He believes that if it's widely adopted, it would reduce the incidence of start-up failure. In combination with other trends, such as open source software and the democratization of venture financing, it could ignite a new, more entrepreneurial economy. There are numerous indicators that the approach is catching on: Business schools and universities are incorporating lean start-up principles into their curricula. Even more interesting, large companies like GE are applying them to internal innovation initiatives.
630		0	_aB2 PBT Business and Ecosystem Analysis (BiM) _926906
650		0	_aNew business enterprises _92621
650		0	_aStrategic planning _93573
856			_uhttps://research-ebsco-com.hub.tbs-education.fr/linkprocessor/plink?id=ad75ddb5-b757-3ef2-92ba-921a75427a04
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999			_c5296 _d5296