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In this paper adapted from his presentation at the IRI Annual Conference, Jim Euchner argues that making Lean Startup work in a large organization requires complementary practices to address the mismatches between the method and the core business.

Business model innovation is often the key to capturing value from innovation within corporations. Developing and implementing new business models in practice, however, is difficult and fraught with risk. This paper discusses a systematic approach to developing new business models and identifies concrete steps to reduce the risks associated with them. It draws on literature on elements of the process as well as experience developing and implementing new business models at Goodyear.