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Question 1

What is the central premise of ‘The Startup Way’ regarding modern companies?

Answer 1

They must harness the creativity and talent of every employee to unlock new growth by integrating entrepreneurial management. (Ch 1: Respect the Past, Invent the Future, p. 28)

Question 2

According to Jeff Immelt, what are three things nobody wants from an ‘old-fashioned’ company?

Answer 2

Nobody wants to work at, buy products from, or invest in an old-fashioned company. (Ch 1: Respect the Past, Invent the Future, p. 28)

Question 3

What capability defines a ‘modern company’ in Eric Ries’s view?

Answer 3

The ability to automatically process and test a new, brilliant idea from any employee and scale it up, even if it doesn’t align with current business lines. (Ch 1: Respect the Past, Invent the Future, p. 28)

Question 4

What are some key external sources of uncertainty facing managers today?

Answer 4

Globalization, software ‘eating the world,’ rapid technological/consumer change, and the influx of high-growth startups. (Ch 1: Respect the Past, Invent the Future, p. 29)

Question 5

How has the basis for competition shifted from the 20th century to today?

Answer 5

From primarily price, quality, variety, and distribution to often design, brand, business model, or technology platform. (Ch 1: Respect the Past, Invent the Future, p. 31)

Question 6

What is the ‘management portfolio’ concept?

Answer 6

A company’s range of activities, some requiring traditional management (predictable improvements) and others requiring entrepreneurial management (innovation leaps). (Ch 1: Respect the Past, Invent the Future, p. 31)

Question 7

Why did Alfred Sloan implement his forecasting system at GM in the 1920s?

Answer 7

To prevent overbuying inventory and coordinate decentralized operations after GM almost ran out of cash due to inaccurate demand prediction. (Ch 1: Respect the Past, Invent the Future, p. 31)

Question 8

Why do traditional forecasting and accountability methods often fail for startups or innovative projects?

Answer 8

Because there’s no operating history, the market/product/technology is unknown, making accurate forecasts impossible. Failure might mean the forecast was a fantasy, not poor execution. (Ch 1: Respect the Past, Invent the Future, p. 32-33)

Question 9

What is the core idea behind Six Sigma, as introduced by Jack Welch at GE?

Answer 9

A process to develop and deliver near-perfect products, aiming for no more than 3.4 defects per million opportunities. (Ch 1: Respect the Past, Invent the Future, p. 33)

Question 10

What is the tension between ‘Failure is not an option’ (Six Sigma) and ‘I eat failure for breakfast’ (Startup mindset)?

Answer 10

Traditional methods assume failure can be prevented by planning/execution, while startups operate in high uncertainty where failure is often unavoidable and a source of learning. (Ch 1: Respect the Past, Invent the Future, p. 34)

Question 11

What does Aditya Agarwal mean by ‘bootstrapping your craft’ versus ‘perfecting your craft’?

Answer 11

Bootstrapping involves learning new things from scratch (like in a startup), while perfecting focuses on incremental improvements in an existing skill/process. (Ch 1: Respect the Past, Invent the Future, p. 35)

Question 12

How did Dropbox learn from the disappointing launches of Mailbox and Carousel?

Answer 12

They accepted the ‘pain,’ did postmortems, learned they hadn’t listened enough to user feedback, and applied these lessons to launch Dropbox Paper. (Ch 1: Respect the Past, Invent the Future, p. 35)

Question 13

What shift in perspective did the ‘unicorn’ startup founder need to make regarding her internal team’s lack of progress?

Answer 13

She needed to see herself as an investor in her internal entrepreneurs, responsible for providing structure, milestones, and accountability, not just funding. (Ch 1: Respect the Past, Invent the Future, p. 36-37)

Question 14

How did Amazon react to the failure of the Fire phone?

Answer 14

Instead of firing people, they used it as a learning opportunity, moved the team to other projects (Echo, Alexa), and viewed it as part of a portfolio of experiments. (Ch 1: Respect the Past, Invent the Future, p. 37-38)

Question 15

What is Jeff Bezos’s philosophy on ‘bet-the-company bets’?

Answer 15

He doesn’t believe in them, preferring continuous experimentation and embracing failure to avoid Hail Mary bets later. (Ch 1: Respect the Past, Invent the Future, p. 37-38)

Question 16

What key question does Eric Ries suggest leaders ask themselves regarding their legacy?

Answer 16

‘Do we want to leave behind an organization to the next generation of managers that is stronger than the one we inherited?’ (Ch 1: Respect the Past, Invent the Future, p. 38-39)

Question 17

What did Shigeki Tomoyama of Toyota identify as the ‘missing half’ of the Toyota Production System (TPS)?

Answer 17

A system for discovering what to produce, complementing TPS’s strength in efficiently producing what is specified. (Ch 1: Respect the Past, Invent the Future, p. 41)

Question 18

What defines a ‘modern company’ according to the list of characteristics?

Answer 18

Founded on sustained impact via continuous innovation, focused on long-term results, uses cross-functional teams, operates rapid experiments, empowers entrepreneurs. (Ch 1: Respect the Past, Invent the Future, p. 41-44)

Question 19

What is the ‘missing function’ in most traditional organizations?

Answer 19

Entrepreneurship: A core discipline responsible for overseeing uncertainty, unlocking growth, translating research, and harnessing disruption. (Ch 2: Entrepreneurship: The Missing Function, p. 45)

Question 20

What are the two primary responsibilities of the ‘entrepreneurial function’ within a company?

Answer 20

1. Overseeing high-potential growth initiatives (internal startups). 2. Infusing an entrepreneurial, experimental mindset throughout the organization. (Ch 2: Entrepreneurship: The Missing Function, p. 46)

Question 21

What is the ‘atomic unit of work’ for highly uncertain terrain in the Startup Way?

Answer 21

The internal startup team. (Ch 2: Entrepreneurship: The Missing Function, p. 47)

Question 22

Why is managing the ‘problem of success’ crucial for internal startups?

Answer 22

A successful internal startup can threaten the established order, requiring predefined metrics, ‘islands of freedom,’ and senior leadership buy-in to find a permanent home in the organization. (Ch 2: Entrepreneurship: The Missing Function, p. 48)

Question 23

What does the ‘experimentation-execution continuum’ illustrate?

Answer 23

That all organizational units involve a mix of experimentation and execution; the ratio changes as startups mature or established units innovate. (Ch 2: Entrepreneurship: The Missing Function, p. 49)

Question 24

Why isn’t entrepreneurship just for ‘entrepreneurs’ in a modern company?

Answer 24

1. Lean tools are useful broadly. 2. Non-startup managers need to understand and support entrepreneurs. 3. Potential entrepreneurs can emerge from anywhere. (Ch 2: Entrepreneurship: The Missing Function, p. 53-54)

Question 25

What is the significance of finding 'true entrepreneurs on the inside' of established companies?

Answer 25

It counters the belief that innovation requires hiring external 'superstars'; existing staff often have untapped entrepreneurial potential. (Ch 2: Entrepreneurship: The Missing Function, p. 55)

Question 26

Who are the 'underground network' in many companies?

Answer 26

People willing to take risks to serve customers better, work around obstructive policies, and tackle high-risk, high-reward projects. (Ch 2: Entrepreneurship: The Missing Function, p. 56)

Question 27

What is an 'island of freedom' or 'sandbox' in the context of internal startups?

Answer 27

A space with preordained constraints (like an MVP) allowing teams to experiment without incurring unlimited liability for the parent company. (Ch 2: Entrepreneurship: The Missing Function, p. 57-58)

Question 28

What is 'metered funding'?

Answer 28

Funding provided to startups in stages, with subsequent funding contingent on demonstrating progress (validated learning), not just hitting forecasts. (Ch 2: Entrepreneurship: The Missing Function, p. 58-59, Ch 3: A Startup State of Mind, p. 70-71)

Question 29

Why is 'meritocracy' a core belief in Silicon Valley, despite its imperfections?

Answer 29

It reflects the idea that good ideas can come from anywhere and that results with limited resources matter more than pedigree or credentials. (Ch 3: A Startup State of Mind, p. 73)

Question 30

What is the most commonly held belief in Silicon Valley regarding startup success?

Answer 30

'It's all about the team.' Investors prioritize the quality of the team over the initial idea or strategy. (Ch 3: A Startup State of Mind, p. 63)

Question 31

Why do startups favor small teams?

Answer 31

Intense bonds, powerful communication, adaptability, lack of bureaucracy, and forced focus due to resource scarcity. (Ch 3: A Startup State of Mind, p. 64)

Question 32

Why are startup teams inherently cross-functional?

Answer 32

They inevitably face problems beyond their initial domain (e.g., engineering facing marketing or finance problems) and often must solve them internally. (Ch 3: A Startup State of Mind, p. 65)

Question 33

What is Amazon's 'working backward' method?

Answer 33

Starting product development by writing an internal press release from the customer's perspective, detailing the problem, current solutions, and how the new solution is better. (Ch 3: A Startup State of Mind, p. 67)

Question 34

How does startup equity differ from profit-sharing?

Answer 34

It gives employees ownership and a stake in the long-term outcome (future value based on learning and potential), aligning incentives with long-term growth rather than short-term profits. (Ch 3: A Startup State of Mind, p. 67-68)

Question 35

What is the difference between leading and trailing indicators for startups?

Answer 35

Trailing indicators (revenue, profit, ROI) measure past results. Leading indicators (engagement, retention, conversion rates) predict future success. (Ch 3: A Startup State of Mind, p. 69)

Question 36

What is 'validated learning'?

Answer 36

Learning derived from experiments based on real customer behavior and data, rather than forecasts or opinions. It's the true measure of progress for a startup. (Ch 4: Lessons from the Lean Startup, p. 80, 94)

Question 37

What are 'leap-of-faith assumptions' (LOFAs)?

Answer 37

The core beliefs about what must be true (regarding customers, market, technology) for a startup's vision and strategy to succeed. They need to be tested experimentally. (Ch 4: Lessons from the Lean Startup, p. 80, 83)

Question 38

What is a Minimum Viable Product (MVP)?

Answer 38

An early version of a product allowing a team to collect the maximum validated learning about customers with the least effort, cost, and time. (Ch 4: Lessons from the Lean Startup, p. 80, 90)

Question 39

What is the 'build-measure-learn' feedback loop?

Answer 39

The core cycle of Lean Startup: Turn ideas into products (Build), measure customer response (Measure), then decide whether to pivot or persevere based on insights (Learn). (Ch 4: Lessons from the Lean Startup, p. 81, 97)

Question 40

What is a 'pivot'?

Answer 40

A structured course correction designed to test a new fundamental hypothesis about the product, strategy, or engine of growth, without changing the overall vision. (Ch 4: Lessons from the Lean Startup, p. 81, 100)

Question 41

What is the 'value hypothesis'?

Answer 41

The leap-of-faith assumption testing whether a product or service truly delivers value and delights customers once they start using it. (Ch 4: Lessons from the Lean Startup, p. 87)

Question 42

What is the 'growth hypothesis'?

Answer 42

The leap-of-faith assumption testing how new customers will discover a product or service, specifically through the actions of past customers. (Ch 4: Lessons from the Lean Startup, p. 87)

Question 43

Why test LOFAs with experiments rather than just asking customers what they want?

Answer 43

Customers often don't truly know what they want or can't articulate it accurately. Observing their actual behavior (revealed preferences) provides more reliable data. (Ch 4: Lessons from the Lean Startup, p. 83)

Question 44

What are the 'three A's' of good metrics for validated learning?

Answer 44

Actionable (clear cause/effect), Accessible (simple, understandable), and Auditable (credible, transparent). (Ch 4: Lessons from the Lean Startup, p. 96)

Question 45

What are the three 'engines of growth' described in Lean Startup?

Answer 45

Sticky (referral > attrition), Paid (reinvesting revenue into acquisition), and Viral (usage itself recruits new users). (Ch 9: Innovation Accounting, p. 237)

Question 46

What is the purpose of scheduling pivot-or-persevere meetings in advance?

Answer 46

To make the decision less stressful, avoid waiting for a crisis, create a regular cadence for evaluation, and focus the team on generating relevant data. (Ch 4: Lessons from the Lean Startup, p. 102)

Question 47

What is the foundation of the 'Startup Way' house diagram?

Answer 47

Accountability: The systems, rewards, and incentives that drive employee behavior. (Ch 5: A Management System for Innovation at Scale, p. 112)

Question 48

What sits above Accountability in the 'Startup Way' house diagram?

Answer 48

Process: The tools and tactics employees habitually use to get work done. (Ch 5: A Management System for Innovation at Scale, p. 112)

Question 49

What forms above Process in the 'Startup Way' house diagram?

Answer 49

Culture: The shared, often unstated, beliefs about 'how things are done around here,' shaped by past accountability and process choices. (Ch 5: A Management System for Innovation at Scale, p. 113)

Question 50

What is the ultimate corporate resource attracted by Culture in the 'Startup Way' house diagram?

Answer 50

People: The talent an organization can attract and retain. (Ch 5: A Management System for Innovation at Scale, p. 113)

Question 51

What is the key difference between 'entitlement funding' and 'metered funding'?

Answer 51

Entitlement funding is typically allocated annually and hard to cancel once approved. Metered funding is given in smaller amounts, contingent on demonstrating validated learning. (Ch 7: Phase Two: Scaling Up, p. 186-187)

Question 52

What is a 'growth board'?

Answer 52

An internal version of a startup board; a dedicated body that provides metered funding and holds internal startup teams accountable based on validated learning. (Ch 7: Phase Two: Scaling Up, p. 191, Ch 9: Innovation Accounting, p. 245)

Question 53

What are the three primary responsibilities of a growth board?

Answer 53

1. Single point of corporate accountability (hosting pivot-or-persevere). 2. Clearinghouse for information to the corporation. 3. Providing metered funding. (Ch 9: Innovation Accounting, p. 247-248)

Question 54

What is 'innovation accounting'?

Answer 54

A system for evaluating progress and quantifying learning for innovative projects using leading indicators, especially when traditional metrics (revenue, ROI) are zero or minimal. (Ch 9: Innovation Accounting, p. 231)

Question 55

What is the goal of Level 1 Innovation Accounting (Dashboard)?

Answer 55

To start tracking simple, actionable per-customer metrics over time to demonstrate validated learning and establish a cadence of customer contact. (Ch 9: Innovation Accounting, p. 233)

Question 56

What distinguishes Level 2 Innovation Accounting (Business Case)?

Answer 56

It uses a comprehensive dashboard representing the full customer interaction, linking metrics directly to the LOFAs driving the business plan, including value and growth hypotheses. (Ch 9: Innovation Accounting, p. 236)

Question 57

What is the core function of Level 3 Innovation Accounting (Net Present Value)?

Answer 57

To translate learning into dollars by rerunning the full business case model with new experimental data, calculating a revised Net Present Value (NPV) to show progress. (Ch 9: Innovation Accounting, p. 238)

Question 58

What are the 'four time horizons' used in the 'Bingo Card' analysis for scaling innovation accounting?

Answer 58

Execution (Are teams working?), Behavior Change (Are people working differently?), Customer Impact (Are customers noticing?), Financial Impact (Is it affecting the bottom line?). (Ch 9: Innovation Accounting, p. 241)

Question 59

What are the 'three scales' used in the 'Bingo Card' analysis for scaling innovation accounting?

Answer 59

Team Level, Business/Division Level, and Enterprise Level. (Ch 9: Innovation Accounting, p. 241)

Question 60

What is the purpose of the 'Bingo Card' framework?

Answer 60

To provide a structured way to diagnose where an innovation initiative might be stuck by checking progress across different scales and time horizons using key questions and metrics. (Ch 9: Innovation Accounting, p. 241)

Question 61

What is the 'second founding' of a company?

Answer 61

The period when a company transitions from a startup to an institution, adopting a more formal managerial culture. The challenge is to do so without losing its 'startup DNA.' (Ch 8: Phase Three: Deep Systems, p. 194)

Question 62

How did Airbnb approach the development of 'Trips' (Project Snow White)?

Answer 62

They created startups within the startup, used storyboarding, conducted customer discovery, and iterated, mirroring Disney's approach to innovation. (Ch 8: Phase Three: Deep Systems, p. 195-196)

Question 63

What does it mean to treat internal 'gatekeeper' functions (Legal, Finance, IT, HR) as 'enabling' functions?

Answer 63

Shifting their focus from enforcing rigid rules and compliance to actively helping innovation teams achieve goals safely and efficiently, often by adapting processes. (Ch 8: Phase Three: Deep Systems, p. 200)

Question 64

How did GE's finance team simplify the ERP ledger consolidation project?

Answer 64

They started small (two countries), used co-located cross-functional teams, deployed standard functionality first, and iterated module by module based on pain points, reducing deployment time significantly. (Ch 8: Phase Three: Deep Systems, p. 202-203)

Question 65

What was the key insight from the failure of GE's first PD@GE app MVP?

Answer 65

That technology alone couldn't create desired behaviors (like giving peer feedback); the culture and environment needed to change first. The tool enables, but doesn't create, behavior. (Ch 8: Phase Three: Deep Systems, p. 212)

Question 66

How did GE test and scale its new Performance Development (PD@GE) system?

Answer 66

Through iterative MVP testing on small cohorts, followed by larger pilot tests measuring specific metrics, eventually scaling based on voluntary adoption and positive results. (Ch 8: Phase Three: Deep Systems, p. 213-214)

Question 67

Why is transforming compensation systems often considered a 'Phase Three' activity?

Answer 67

Compensation is deeply rooted in company culture and process; changing it requires significant buy-in and evidence, usually built up through earlier transformation successes. (Ch 8: Phase Three: Deep Systems, p. 216)

Question 68

What is 'continuous transformation'?

Answer 68

The organizational capability, built through successful transformation, to constantly experiment with and adapt its own structure and processes in response to new challenges and opportunities. (Ch 10: A Unified Theory of Entrepreneurship, p. 259, 263)

Question 69

What are the four pillars of the 'unified theory of entrepreneurship' function?

Answer 69

1. Building new products/growth. 2. Building internal products/systems. 3. Corporate development (M&A, VC, etc.). 4. Corporate restructuring/transformation. (Ch 10: A Unified Theory of Entrepreneurship, p. 267)

Question 70

What responsibilities should the 'entrepreneurship function' ideally have?

Answer 70

Assign responsibility, grant operating authority, build career paths, facilitate cross-training, offer support/coaching, educate non-entrepreneurs, have a seat at the policy table. (Ch 10: A Unified Theory of Entrepreneurship, p. 268)

Question 71

Why is a 'pro-entrepreneurship' public policy distinct from traditional 'pro-business' policy?

Answer 71

It focuses on enabling *new* business formation and innovation by addressing factors like risk reduction (health care, UBI), skill development, and removing barriers, not just benefiting existing large corporations. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 274, 277)

Question 72

What are the three key factors influencing someone's decision to become an entrepreneur?

Answer 72

1. Vision and Upside (belief in the idea, potential reward). 2. Skills and Resources (know-how, access to capital/tools). 3. Risks and Liabilities (fear of failure, personal cost). (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 276)

Question 73

How can portable health insurance encourage entrepreneurship?

Answer 73

It decouples health coverage from traditional employment, reducing a major financial and personal risk for potential founders with dependents or pre-existing conditions. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 278)

Question 74

What is the significance of teaching 'growth mindset' in schools for entrepreneurship?

Answer 74

It encourages resilience, risk-taking, and viewing failure as a learning opportunity – core attributes of an entrepreneurial mindset. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 279)

Question 75

Why is immigration policy critical for a pro-entrepreneurship ecosystem like Silicon Valley's?

Answer 75

A high percentage of successful startups are founded by immigrants; policies that make it hard for them to come or stay limit the talent pool and job creation potential. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 281)

Question 76

What is the argument against non-compete agreements in employment contracts?

Answer 76

They stifle innovation and talent mobility by preventing employees from taking their ideas or skills to start new ventures or join competitors. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 286)

Question 77

What is the concept of 'sliding scale' regulations for startups?

Answer 77

Regulations that become progressively stricter as a company grows (in size, revenue, etc.), reducing the initial burden on very small startups. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 286)

Question 78

How can open government data fuel entrepreneurship?

Answer 78

Making government data easily accessible and usable allows entrepreneurs to build new services, identify opportunities, and create value based on that information. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 288)

Question 79

What is 'short-termism' in public markets, and why is it detrimental to innovation?

Answer 79

Excessive focus on quarterly results forces companies to prioritize immediate financial gains over long-term investments in R&D, employees, and customer value, hindering sustainable growth. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 289-290)

Question 80

What problems arise from companies staying private longer before IPO?

Answer 80

Less transparency, lack of liquidity for investors/employees, potential for fraud, exclusion of public investors from growth opportunities. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 291)

Question 81

What is the goal of the Long-Term Stock Exchange (LTSE)?

Answer 81

To create a public market venue with listing standards that incentivize long-term value creation by reforming governance, compensation, and disclosure practices. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 292-293)

Question 82

What are the 'four horsemen of economic stagnation' mentioned in the Epilogue?

Answer 82

1. Epidemic of Short-termism. 2. Lack of Entrepreneurial Opportunity. 3. Loss of Leadership. 4. Low Growth and Instability. (Epilogue: A New Civic Religion, p. 295)

Question 83

What are the key pillars of the 'positive vision' proposed in the Epilogue?

Answer 83

Shared prosperity, democratic accountability, scientific inquiry, long-term thinking, universal entrepreneurial opportunity, investment in public goods. (Epilogue: A New Civic Religion, p. 297)

Question 84

What 'bill of rights' does the Startup Way suggest organizations owe their members?

Answer 84

Right to meaningful work, fair evaluation of ideas, opportunity to be an entrepreneur, stay involved with scaling ideas, and equity in created growth. (Epilogue: A New Civic Religion, p. 297-298)

Question 85

What is the ultimate societal promise of the Startup Way?

Answer 85

To change management to be more adaptive, humane, rigorous, and efficient, leading to more inclusive, sustainable, and innovative economies. (Epilogue: A New Civic Religion, p. 298)

Question 86

What is the 'fatal pitch' scenario often faced by entrepreneurs?

Answer 86

Missing initial ambitious targets significantly, then struggling to justify continued funding based on 'learnings' to stakeholders focused on traditional metrics. (Ch 9: Innovation Accounting, p. 228)

Question 87

How does innovation accounting help overcome the 'fatal pitch' problem?

Answer 87

It provides a rigorous way to demonstrate progress through validated learning and leading indicators, even when traditional metrics are low, justifying continued investment. (Ch 9: Innovation Accounting, p. 231-232)

Question 88

What is the 'trough of sorrow' in relation to MVPs?

Answer 88

The potential despair or disappointment a team feels when their initial, minimal product meets customer reality and requires significant iteration or pivoting. (Ch 4: Lessons from the Lean Startup, p. 90)

Question 89

What is 'blitzscaling'?

Answer 89

Rapidly building a company to achieve massive scale quickly, often prioritizing speed over efficiency in the early stages to capture a market. (Referenced concept, Ch 10: A Unified Theory of Entrepreneurship, p. 268, nts.1n1)

Question 90

What is 'genchi gembutsu'?

Answer 90

A core principle of the Toyota Production System meaning 'go and see for yourself'; emphasizing direct observation to understand a problem or situation. (Ch 5: A Management System for Innovation at Scale, p. 108)

Question 91

What is 'set-based concurrent engineering' (SBCE)?

Answer 91

An engineering approach where multiple design options are explored in parallel, gradually narrowing down choices based on learning, rather than committing to one path early. (Ch 8: Phase Three: Deep Systems, p. 208)

Question 92

What is the 'anti-portfolio'?

Answer 92

A venture capital firm's list of successful companies they had the opportunity to invest in early but declined. (Ch 3: A Startup State of Mind, p. 75)

Question 93

What does 'software eating the world' mean in the context of business uncertainty?

Answer 93

The trend where software and digital technologies are disrupting traditional industries and business models across the board. (Ch 1: Respect the Past, Invent the Future, p. 29)

Question 94

What is the 'innovator's dilemma'?

Answer 94

The tendency for successful companies to focus on sustaining innovations for existing customers, causing them to miss disruptive innovations that initially appeal to smaller or different markets. (Ch 2: Entrepreneurship: The Missing Function, p. 49-50, Ch 9: Innovation Accounting, p. 256)

Question 95

What is the core idea of 'Design for Delight' at Intuit?

Answer 95

Intuit's customer-driven innovation system, incorporating deep customer empathy, broad idea exploration ('Go Broad to Go Narrow'), and rapid experimentation with MVPs. (Ch 4: Lessons from the Lean Startup, p. 92, Ch 6: Phase One: Critical Mass, p. 191)

Question 96

What is the 'Toyota Production System' (TPS)?

Answer 96

Toyota's integrated socio-technical system for manufacturing, focused on eliminating waste ('muda'), continuous improvement ('kaizen'), and respect for people. (Ch 1: Respect the Past, Invent the Future, p. 40, Ch 8: Phase Three: Deep Systems, p. 219)

Question 97

What is 'Lean Impact'?

Answer 97

Applying Lean Startup principles (experimentation, validated learning, iteration) to the social sector (nonprofits, philanthropy) to maximize social impact efficiently. (Ch 11: Toward a Pro-Entrepreneurship Public Policy, p. 287-288)