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Agile Innovation: The Complementarity of Design Thinking and Lean Startup

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  • Ulrich Lichtenthaler

    (ISM International School of Management, Cologne, Germany)

Abstract

In light of digital transformation and a stronger application of artificial intelligence, many firms try to increase the agility of their innovation processes. In this regard, they particularly rely on design thinking or on the lean startup approach to reduce some of the deficits of established innovation processes, such as the stage-gate model. This conceptual article shows that merely focusing on design thinking and lean startup in isolation will not enable companies to fully leverage the benefits of agile innovation. Because of the complementarity of design thinking and lean startup, executives should simultaneously pursue these approaches in order to achieve results that are more than the sum of isolated design thinking or isolated lean startup initiatives. This complementarity derives from the specific benefits of design thinking in the front end of the innovation process combined with the particular benefits of lean startup in the back end.

Suggested Citation

  • Ulrich Lichtenthaler, 2020. "Agile Innovation: The Complementarity of Design Thinking and Lean Startup," International Journal of Service Science, Management, Engineering, and Technology (IJSSMET), IGI Global, vol. 11(1), pages 157-167, January.
    • Handle: RePEc:igg:jssmet:v:11:y:2020:i:1:p:157-167
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    Cited by:

    1. Brian J. Galli & Fuwei Qiu, 2023. "A Reflection Note on Applying Quantitative Decision-Making Approaches to Engineering Management," International Journal of Applied Management Sciences and Engineering (IJAMSE), IGI Global, vol. 10(1), pages 1-9, January.
    2. Stéphanie Camaréna, 2021. "Engaging with Artificial Intelligence (AI) with a Bottom-Up Approach for the Purpose of Sustainability: Victorian Farmers Market Association, Melbourne Australia," Sustainability, MDPI, vol. 13(16), pages 1-28, August.
    3. Chijioke Nwachukwu & Hieu Minh Vu, 2022. "Service Innovation, Marketing Innovation and Customer Satisfaction: Moderating Role of Competitive Intensity," SAGE Open, , vol. 12(2), pages 21582440221, April.
    4. Kong YuSheng & Masud Ibrahim, 2020. "Innovation Capabilities, Innovation Types, and Firm Performance: Evidence From the Banking Sector of Ghana," SAGE Open, , vol. 10(2), pages 21582440209, May.
    5. Graeme Joseph Allen, 2022. "Concepturealize™: a new contribution to generate real-needs-focussed, user-centred, lean business models," Journal of Innovation and Entrepreneurship, Springer, vol. 11(1), pages 1-33, December.
    6. Kaoutar Jamai & Ali Abidar & Hans De Steur & Xavier Gellynck, 2022. "Assessing Firm Readiness to Adopt Cluster-Based Innovative Projects: A Segmentation Analysis," Sustainability, MDPI, vol. 14(2), pages 1-23, January.

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