谁学得快,谁就赢:精益创业和发现驱动型增长

IF 9.3 1区 管理学 Q1 BUSINESS
Rita Gunther McGrath
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引用次数: 0

摘要

大多数创业企业都失败了。大多数企业投资也失败了,而且往往代价更高。在这种背景下,精益创业和发现驱动型增长(DDG)是强调快速学习、资源节约和强烈关注验证假设的方法,以此作为降低成本和失败风险的方法。精益创业根植于企业家精神,并对企业家精神做出了贡献;相反,发现驱动型增长是从对企业创新努力的研究中出现的。两者都承认,在面对高不确定性环境时,基于低不确定性情况的规划方法是不够的。DDG建议了五个相互作用的设计步骤:定义成功、检查现实性、定义操作、记录假设和通过检查点进行规划。与精益创业相似,它强调一种实验性的学习方法。与精益创业不同的是,它对方法的规定较少,并且比精益创业更关注产品市场适应性,包含更广泛的不确定性。在一个被描述为“创新军备竞赛”的环境中,这两种方法都是对传统计划过程的重大进步,因为它们都强调快速学习。越来越明显的是,在不断发展的数字经济越来越多的领域,谁学得快谁就赢。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Who Learns Fastest, Wins: Lean Startup and Discovery Driven Growth
Most entrepreneurial ventures fail. Most corporate ventures fail too, often more expensively. Against this backdrop, Lean Startup and Discovery-Driven Growth (DDG) are methods that emphasize rapid learning, resource parsimony, and an intense focus on validating assumptions as ways of reducing the cost and risk of failure. Lean Startup had its roots in and makes a contribution to entrepreneurship; Discovery-Driven Growth emerged instead from the study of corporate innovation efforts. Both acknowledge that planning methods based on low-uncertainty situations fall short when faced with high-uncertainty contexts. DDG suggests five design steps that interact: defining success, checking for realism, defining operations, documenting assumptions, and planning through checkpoints. Similar to Lean Startup, it emphasizes an experimental approach to learning. Different than Lean Startup, it is less prescriptive about the method and embraces wider uncertainties than Lean Startup's focus on product-market fit. In a context that has been described as an “innovation arms race,” both methods are a major advance over traditional planning processes because they both emphasize rapid learning. As is rapidly becoming clear, in more and more parts of the evolving digital economy, whoever learns the fastest wins.
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来源期刊
CiteScore
22.40
自引率
5.20%
发文量
0
期刊介绍: The Journal of Management (JOM) aims to publish rigorous empirical and theoretical research articles that significantly contribute to the field of management. It is particularly interested in papers that have a strong impact on the overall management discipline. JOM also encourages the submission of novel ideas and fresh perspectives on existing research. The journal covers a wide range of areas, including business strategy and policy, organizational behavior, human resource management, organizational theory, entrepreneurship, and research methods. It provides a platform for scholars to present their work on these topics and fosters intellectual discussion and exchange in these areas.
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