Large corporations must become far more agile in implementing new products and new business models. The pace of technology change, the blurring of industry boundaries, and the agility and resources of startups in almost every industry segment demand it. Many companies have begun to adopt the principles of Lean startup but have had limited success in doing so. The principles seem intuitive and straightforward, but there are challenges to using them inside an existing company, especially in a manufacturing environment. The biggest requirements, beyond those espoused for startups, are: Developing a business model that fits the assets and constraints of the corporation, in addition to achieving product-market fit. Managing the conflicts that inevitably arise with the performance engine, that is, with the current operating business; every business that has operated over decades has well-established ways of doing things that may not fit the required pace of a new venture. Managing the risk of investing in a venture in a new area for a company used to investing where the risks are more clearly understood. Conducting Lean iterate-and-test cycles with physical goods as well as software offerings (for manufacturing firms) This book describes a systematic approach to implementing Lean Startup in large organizations. It builds on the principles of Lean startup and adds additional practices required to manage the realities of the corporate context. This book essentially describes how it is done. It is based on elements of practice developed by leading academics and practitioners in the corporate world, and it brings together the pieces in a practical and integrated way. It includes a case study of the approach in practice at Goodyear Tire & Rubber company, which has used it to launch businesses on three continents. The model for Lean startup in Large organizations is organized around the six more or less distinct stages required to move from a new concept to a new business inside a large organization.