A startup enxuta como metodologia para desenvolver produtos digitais : uma análise exploratória sobre o uso da metodologia por empresas em operação no Brasil

Detalhes bibliográficos
Ano de defesa: 2020
Autor(a) principal: Carota, Marcelo de Oliveira lattes
Orientador(a): Ponchio, Mateus Canniatti
Banca de defesa: Strehlau, Vivian Iara, Francisco, Eduardo de Rezende
Tipo de documento: Dissertação
Tipo de acesso: Acesso aberto
Idioma: por
Instituição de defesa: Escola Superior de Propaganda e Marketing
Programa de Pós-Graduação: Programa de Mestrado Profissional em Comportamento do Consumidor
Departamento: ESPM::Pós-Graduação Stricto Sensu
País: Brasil
Palavras-chave em Português:
Palavras-chave em Inglês:
Área do conhecimento CNPq:
Link de acesso: http://tede2.espm.br/handle/tede/514
Resumo: It is estimated that about 40% of new products that involve some type of software construction fail to launch. In an effort to eliminate the waste often found in product development processes, the lean startup method offers companies a ways to reduce uncertainty and increase success rates in launching a product. In order to explore the perceived effectiveness in the performance of digital products as the use of the methodology, we conducted this research with 98 people in high management positions in companies, predominantly medium and large, and identified gaps in understanding and use of the lean startup. 69% of the sample invested in projects of up to R $ 1 million and, for 56% of the respondents, the development efforts were concentrated on the launch of new digital products for the company. Although most managers recognize that the lean startup influences product performance, the methodology is not fully applicable with only six of the eleven listed techniques used. Even so, the results obtained allowed to identify that the (partial) adoption of the methodology has effects on the product's performance. There was no evidence that the dominance in the company's management model for one of the dimensions of entrepreneurial orientation (OE) could be indicative of the empirical use of lean startup, however, it was possible to infer that three out of five dimensions, regardless of the methodology used, bring effects on product performance.