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Abstract(s)
A metodologia de Lean Startup, primeiramente pensada para ser implementada por startups, tem vindo a ganhar impacto em empresas já estabelecidas. O principal objetivo desta dissertação é avaliar em que medida esta metodologia pode ser usada para promover inovação em empresas maduras.
Nesse sentido, foi preparado um inquérito e enviado a 50 organizações estabelecidas de 7 indústrias diferentes, das quais 23 empresas responderam (taxa de resposta: 46%). Foi preparada igualmente uma entrevista, que por sua vez foi respondida por 7 dos participantes, e uma análise de um caso real feito pelo Millennium BCP. Com base nas respostas, concluiu-se que 78% dos participantes acha que a inovação é muito importante. Em geral todas as empresas usam diferentes tipos de inovação, de uma forma ou de outra, e pensam em melhorar a forma como inovam. Um total de 14 participantes (61%) afirmaram nunca ter usado a metodologia de Lean Startup enquanto que outros 9 dos entrevistados relataram já tê-la aplicado (39%). Esta metodologia foi fortemente relacionada com a utilização da inovação radical e com o sucesso dos projetos. Os resultados também mostraram grande familiaridade com o ciclo fundamental da metodologia para aqueles que conheciam o método Lean Startup.
Os resultados demonstram que a metodologia Lean Startup pode trazer benefícios para as empresas que a usam, e especialmente, pode fornecer mais benefícios do que a metodologia tradicionalmente usada.
A discussão das hipóteses de trabalho feitas, limitações do inquérito, bem como as sugestões de outros eixos de análise e investigação são também fornecidas.
The Lean Startup methodology, whose implementation was first thought for startups, has been progressively gaining impact in established companies. The aim of this thesis is to evaluate to what extent this methodology can be used to foster innovation in mature companies. To this end, a survey was conducted and sent to 50 established corporations from 7 different industries, of which 23 companies answered (46% response rate). A follow-up interview was also prepared, which in turn was answered by 7 participants, and additionally, a real case study made by Millennium BCP was analyzed. Based on the answers, it was found that 78% of the participants think that innovation is very important. In general all companies use different types of innovation, one way or another, and think about getting better in the way they innovate. A total of 14 participants (61%) said they have never used the Lean Startup methodology while the other 9 respondents reported having already applied it (39%). This methodology was strongly related to the use of radical innovation and to the success of projects. The results also showed great familiarity with the methodology’s fundamental cycle for those who knew the Lean Startup method. The results demonstrate that the Lean Startup methodology can bring benefits to companies that use it and, more importantly, it can provide more benefits than the methodology traditionally employed. The discussion of the working hypotheses made, limitations of the investigation as well as suggestions of other axes of analysis and research are also provided.
The Lean Startup methodology, whose implementation was first thought for startups, has been progressively gaining impact in established companies. The aim of this thesis is to evaluate to what extent this methodology can be used to foster innovation in mature companies. To this end, a survey was conducted and sent to 50 established corporations from 7 different industries, of which 23 companies answered (46% response rate). A follow-up interview was also prepared, which in turn was answered by 7 participants, and additionally, a real case study made by Millennium BCP was analyzed. Based on the answers, it was found that 78% of the participants think that innovation is very important. In general all companies use different types of innovation, one way or another, and think about getting better in the way they innovate. A total of 14 participants (61%) said they have never used the Lean Startup methodology while the other 9 respondents reported having already applied it (39%). This methodology was strongly related to the use of radical innovation and to the success of projects. The results also showed great familiarity with the methodology’s fundamental cycle for those who knew the Lean Startup method. The results demonstrate that the Lean Startup methodology can bring benefits to companies that use it and, more importantly, it can provide more benefits than the methodology traditionally employed. The discussion of the working hypotheses made, limitations of the investigation as well as suggestions of other axes of analysis and research are also provided.