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Lean Venturing: Learning To Create New Business Through Exploration, Elaboration, Evaluation, Experimentation, And Evolution

Author

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  • HENNING BREUER

    (Telekom Innovation Laboratories, Schlesische Str. 28, 10997 Berlin, Germany)

Abstract

Corporate venturing is a real adventure that teams may only master gradually through research and learning, which proceeds through iterative specification and validation of business models. Based on this understanding we have developed a five E framework for corporate venturing that is organized by learning objectives on five levels of maturity, and backed up with scaffolding tools and methods. It shows how to explore, elaborate upon, evaluate, experiment with and evolve assumptions. Scaffolding tools and methods support the two main sets of activities required within this framework: the creative exploration of new ideas and opportunities, and the iterative specification, quantification and evaluation of assumptions. Examples from nine new venture projects in the telecommunication industry illustrate the approach.

Suggested Citation

  • Henning Breuer, 2013. "Lean Venturing: Learning To Create New Business Through Exploration, Elaboration, Evaluation, Experimentation, And Evolution," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 17(03), pages 1-22.
    • Handle: RePEc:wsi:ijimxx:v:17:y:2013:i:03:n:s1363919613400136
    DOI: 10.1142/S1363919613400136
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    Citations

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    Cited by:

    1. Pi-Shen Seet & Janice Jones & Lloyd Oppelaar & Graciela Corral de Zubielqui, 2018. "Beyond ‘know-what’ and ‘know-how’ to ‘know-who’: enhancing human capital with social capital in an Australian start-up accelerator," Asia Pacific Business Review, Taylor & Francis Journals, vol. 24(2), pages 233-260, March.
    2. Jeremy Schönwälder & Anja Weber, 2023. "Maturity levels of sustainable corporate entrepreneurship: The role of collaboration between a firm's corporate venture and corporate sustainability departments," Business Strategy and the Environment, Wiley Blackwell, vol. 32(2), pages 976-990, February.
    3. Wolfgang Vorraber & Matthias Müller, 2019. "A Networked Analysis and Engineering Framework for New Business Models," Sustainability, MDPI, vol. 11(21), pages 1-26, October.
    4. Bhawe, Nachiket & Rawhouser, Hans & Pollack, Jeffrey M., 2016. "Horse and cart: The role of resource acquisition order in new ventures," Journal of Business Venturing Insights, Elsevier, vol. 6(C), pages 7-13.
    5. Jennie Cederholm Björklund, 2018. "Barriers to Sustainable Business Model Innovation in Swedish Agriculture," Journal of Entrepreneurship, Management and Innovation, Fundacja Upowszechniająca Wiedzę i Naukę "Cognitione", vol. 14(1), pages 65-90.
    6. Henning Breuer & Florian Lüdeke-Freund, 2017. "Values-Based Network And Business Model Innovation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 21(03), pages 1-35, April.
    7. Jeffrey G. Covin & Robert P. Garrett Jr. & Jyoti P. Gupta & Donald F. Kuratko & Dean A. Shepherd, 2018. "The Interdependence of Planning and Learning among Internal Corporate Ventures," Entrepreneurship Theory and Practice, , vol. 42(4), pages 537-570, July.
    8. John Bessant & Howard Rush & Anna Trifilova, 2015. "Crisis-Driven Innovation: The Case Of Humanitarian Innovation," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 19(06), pages 1-17, December.
    9. Ghezzi, Antonio, 2019. "Digital startups and the adoption and implementation of Lean Startup Approaches: Effectuation, Bricolage and Opportunity Creation in practice," Technological Forecasting and Social Change, Elsevier, vol. 146(C), pages 945-960.
    10. Covin, Jeffrey G. & Garrett, Robert P. & Kuratko, Donald F. & Shepherd, Dean A., 2020. "Short leash or long leash? Parenting style, initial strategic clarity, and the development of venture learning proficiency," Journal of Business Venturing, Elsevier, vol. 35(4).

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