Why the Lean Start-Up Changes Everything

By Steve Blank. 2013

1,411 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/cca9c1c15617dc1e194771fb49c9c69903221d14

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

Agile Business Model Innovation in Digital Entrepreneurship: Lean Startup Approaches (2020, methodology): “Borrowing from the overall definition of lean, LSAs are defined as the startup’s attempt to cut its own waste, understood as all the activities and processes which the target customer does not want or does not ask for (Ries, 2011; Blank, 2013).”
The age of digital entrepreneurship (2019, background): “The BM literature started to become main-stream with (i) electronic business models (eBM) since the emergence of e-commerce during the 1990s; and (ii) digital BM, in the current digital economy (Blank 2013; Osterwalder and Pigneur 2010; Ries 2011; Teece 2018).”
From strategic goals to business model innovation paths: an exploratory study (2017, background): “Starting a new business has been studied from many different perspectives, like entrepreneurship (Aldrich, 1995), venturing (Wasserman, 2008), networks approaches (Elfring and Hulsink, 2007) and the characteristics of entrepreneurs (Miner, 1997; Treleaven, 2000), and from a high-tech (Baron and Hann”
The evolving state-of-the-art in technology transfer research: Revisiting the contingent effectiveness model (2015, unknown): “…of these professors), he professors who were principal investigators on NSF grants, nd mentors experienced in technology transfer and takes them hrough a six-week training process using lean startup and cusomer discovery processes reflected in the popular business press Ries, 2011; Blank, 2013).”
Meeting, mating, and intermediating: How incubators can overcome weak network problems in entrepreneurial ecosystems (2020, background): “Examples include encouraging startups to engage with clients or to develop their business in a lean fashion (Blank, 2013; Ries, 2011).”
The Right People in the Wrong Places: The Paradox of Entrepreneurial Entry and Successful Opportunity Realization (2015, background): “Success in such settings often requires entrepreneurs to either substantively “pivot” (Blank,2013;Ries, 2011)or radically transform howtheyenact opportunities in response toongoing and unforeseen changes in their environment.”
Expect the unexpected: examining the shaping role of entrepreneurial orientation on causal and effectual decision-making logic during economic crisis (2018, background): “Past research suggests that the value of causal logic is contextually specific and should be interpreted with a healthy degree of scepticism within western contexts where flexibility often trumps planning (Blank 2013), and the concept of decision-making logics originated (Sarasvathy 2008).”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, background): “Lean startup has significantly advanced the practitioner conversation (Eisenmann, Ries, and Dillard, 2013; Blank, 2013); we aim to advance the research conversation by offering a more elaborated and precise understanding of designing business models in nascent markets.”
The Role of Accelerator Designs in Mitigating Bounded Rationality in New Ventures (2018, background): “Our results highlight how high-performing accelerators’ designs often depart in important ways from the prescriptions of the lean-startup methodology prominent in recent years in both the practice and teaching of entrepreneurship (Ries, 2011; Blank, 2013).”
Get It Together! Synergistic Effects of Causal and Effectual Decision-Making Logics on Venture Performance (2018, background): “As they start by considering all available resources and proceed to experiment creatively in a low-cost manner, we expect the ventures of means-driven entrepreneurs to perform better, as they are able to fluidly and efficiently adapt their business processes to evolving customer needs (Blank, 2013).”
Software development in startup companies: A systematic mapping study (2014, methodology): “Initially, as startups often produce software for a growing target market [31, 19], customers and final users are usually not well-known and requirements are therefore market-driven [90] rather than customer-specific.”