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Lean pristup u pokretanju preduzetničkih poduhvata
Abstract
Rad predstavlja prikaz metodologije koja koristi Lean pristup u pokretanju preduzetničkih poduhvata. Ova metodologija je, u stranoj literaturi, poznata pod akronimom Lean Startup i nastala je po analogiji sa Lean pristupom u procesu proizvodnje (engl. Lean Manufacturing). Usled oskudnosti raspoloživih poslovnih resursa i eliminisanja suvišnih i nepotrebnih aktivnosti i kreiranja proizvoda ili usluge isključivo prema potrebama kupaca i krajnjih korisnika, Lean Startup pristup ima za cilj da ponudi adekvatnu metodologiju u razvoju novih preduzetničkih poduhvata. Nezaobilazni element u metodologiji "Lean Startup" je izgradnja Canvas poslovnog modela, čija je svrha utvrđivanje vrednosti ideje o budućem preduzetničkom poduhvatu: proizvodima/uslugama, kao i o ključnim resursima, aktivnostima, stejkholderima, strukturi troškova i tokovima novca. U radu je predstavljen i pristup unapređenju Canvas modela prema autoru Maurya (2012), poznat pod nazivom "Lean Canvas poslovni model".
Ključne reči: Preduzetništvo, Lean, Preduzetnički poduhvat, Canvas model, Lean Canvas.
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Purpose
The purpose of this paper is to examine how the instructions of the lean startup methodology influence entrepreneurs. It explores what happens when such instructions are enacted by entrepreneurs in the context of a “prescriptive accelerator”. The goal is to shine a light onto the mechanisms by which these instructions are acquired and then utilised by entrepreneurs and to outline in some detail the implications of adhering to the lean startup methodology.
Design/methodology/approach
This paper employs an in-depth phenomenological semi-structured interview design. Two rounds of interviews were conducted, one at the beginning and one at the end of the programme with the CEOs and founders of 11 entrepreneurial ventures, totalling 22 interviews. The analysis of the interviews resulted in five second-order themes that are discussed in light of the processes of experiential and vicarious learning.
Findings
The findings suggest that through two distinct modes of vicarious and experiential learning, the instructions of the lean startup methodology are acquired, internalised and consequently put into practice by entrepreneurs. The paper further highlights the modifications to entrepreneurs’ governing variables and action strategies, as well as the resulting consequences of these modifications. This provides insights into possible outcomes of following the lean startup methodology in the context of a prescriptive accelerator where a strong focus on adhering to a systematic entrepreneurial methodology is a characteristic feature.
Originality/value
This paper contributes to our understanding of the under-studied and novel phenomena of the lean startup methodology and prescriptive accelerators. It complements the prevailing understanding of entrepreneurial learning as being largely experiential by accounting for the vicarious learning processes that occur in pedagogical settings such as prescriptive accelerators. It therefore shows that prescriptive accelerators provide unique learning situations where the combination of vicarious and experiential learning impacts the business development activities. Further, it provides a model of entrepreneurs’ theory of action as the outcome of the interactions between the lean startup methodology and the two modes of vicarious and experiential learning.
Lean production not only successfully challenged the accepted mass production practices in the automotive industry, significantly shifting the trade-off between productivity and quality, but it also led to a rethinking of a wide range of manufacturing and service operations beyond the high-volume repetitive manufacturing environment. The book ‘The machine that changed the World’ that introduced the term ‘lean production’ in 1990 has become one of the most widely cited references in operations management over the last decade. Despite the fact that the just-in-time (JIT) manufacturing concept had been known for almost a decade prior, the book played a key role in disseminating the concept outside of Japan. While the technical aspects of lean production have been widely discussed, this paper sets out to investigate the evolution of the research at the MIT International Motor Vehicle Program (IMVP) that led to the conception of the term ‘lean production’. Furthermore, the paper investigates why – despite the pre-existing knowledge of JIT – the program was so influential in promoting the lean production concept. Based on iterating series of interviews with the key authors, contributors and researchers of the time, this paper presents an historical account of the research that led to the formulation and dissemination of one of the most influential manufacturing paradigms of recent times.
The application of lean thinking has made a significant impact both in academic and industrial circles over the last decade. Fostered by a rapid spread into many other industry sectors beyond the automotive industry, there has been a significant development and "localisation" of the lean concept. Despite successful "lean" applications in a range of settings however, the lean approach has been criticised on many accounts, such as the lack of human integration or its limited applicability outside high-volume repetitive manufacturing environments. The resulting lack of definition has led to confusion and fuzzy boundaries with other management concepts. Summarising the Lean evolution, this paper comments on approaches that have sought to address some of the earlier gaps in lean thinking. Linking the evolution of lean thinking to the contingency and learning organisation schools of thought, the objective of this paper is to provide a framework for understanding the evolution of lean not only as a concept, but also its implementation within an organisation, and point out areas for future research
This paper examines to what extent recent empirical evidence can collectively and systematically substantiate the claim that entrepreneurship has important economic value. Hence, a systematic review is provided that answers the question: What is the contribution of entrepreneurs to the economy in comparison to non-entrepreneurs? We study the relative contribution of entrepreneurs to the economy based on four measures that have most widely been studied empirically. Hence, we answer the question: What is the contribution of entrepreneurs to (i) employment generation and dynamics, (ii) innovation, and (iii) productivity and growth, relative to the contributions of the entrepreneurs' counterparts, i.e. the 'control group'? A fourth type of contribution studied is the role of entrepreneurship in increasing individuals' utility levels. Based on 57 recent studies of high quality that contain 87 relevant separate analyses, we conclude that entrepreneurs have a very important but specific function in the economy. They engender relatively much employment creation, productivity growth and produce and commercialize high quality innovations. They are more satisfied than employees. More importantly, recent studies show that entrepreneurial firms produce important spillovers that affect regional employment growth rates of all companies in the region in the long run. However, the counterparts cannot be missed either as they account for a relatively high value of GDP, a less volatile and more secure labor market, higher paid jobs and a greater number of innovations and they have a more active role in the adoption of innovations.
The emergence of the lean start-up movement has cast doubt and skepticism among entrepreneurship educators and practitioners regarding the usefulness of writing a formal business plan for training the next generation of entrepreneurs. In one camp, there is a group of entrepreneurship education professionals who continue to advocate for the usefulness and necessity for teaching students these basic business plan development skills. In an alternative camp, there is another faction of education professionals who believe that the business plan process is counterproductive and is an unnecessary distraction for today's millennial entrepreneurs seeking to create their own new ventures. In this chapter, we argue why it is important to adopt a lean start-up framework and approach in both entrepreneurship courses and in curriculum design in earlystage venturing. We offer 10 reasons why entrepreneurship educators should place less emphasis on business planning and more emphasis on business modeling during the early stages of evaluating the feasibility of a venture. We believe that educators and curriculum designers need to rethink the traditional approach of building an entrepreneurship program based upon the business plan as the guiding framework. We then conclude our discussion with suggestions on where and how elements of the business plan can and should be introduced into the new venture development process and appropriately positioned in entrepreneurship curricula. We propose a renewed and reconciled view of the Lean Start-up versus Business Plan debate, as both are considered necessary but neither is sufficient to support the full lifecycle of the venturing process. Copyright © 2017 by Emerald Publishing Limited All rights of reproduction in any form reserved.
The goal of this dissertation is to find and provide the basis for a managerial tool that allows a firm to easily express its business logic. The methodological basis for this work is design science, where the researcher builds an artifact to solve a specific problem. In this case the aim is to provide an ontology that makes it possible to explicit a firm's business model. In other words, the proposed artifact helps a firm to formally describe its value proposition, its customers, the relationship with them, the necessary intra- and inter-firm infrastructure and its profit model. Such an ontology is relevant because until now there is no model that expresses a company's global business logic from a pure business point of view. Previous models essentially take an organizational or process perspective or cover only parts of a firm's business logic. The four main pillars of the ontology, which are inspired by management science and enterprise- and processmodeling, are product, customer interface, infrastructure and finance. The ontology is validated by case studies, a panel of experts and managers. The dissertation also provides a software prototype to capture a company's business model in an information system. The last part of the thesis consists of a demonstration of the value of the ontology in business strategy and Information Systems (IS) alignment.