Synthesize an Integrative Operating Model
The organizations I helped to create a lean startup engine already had a myriad of frameworks in place. Many were using agile as a delivery method, on top of which they implemented a scaled agile delivery to manage multiple delivery team. This familiar landscape exemplifies the well-known silos that impede the benefits that supposedly emerge from the various frameworks. I experienced agile and Lean UX initiatives that impacted parts of the organization without improving overall business outcomes. I knew that we had to take a different approach when creating a lean startup engine; otherwise it would become another failed improvement effort. The challenge we had, though, was that lean startup discusses a vision of entrepreneurship but fails to provide a guiding framework of how to get there.