I. Introduction
Since 2011 a new paradigm within entrepreneurship has been established to challenge traditional waterfall models [16]. It is called Lean Startup, and is, among others, based on the writings of Eric Ries [13], Steve Blank [2], Alexander Osterwalder and Yves Pigneur [12] and Ash Maurya [9]. This paradigm differs from traditional business development in many ways, but the core of the concept can be interpreted as follows: For a startup, the rate of success correlates positively with:
Its ability to change the business idea when necessary.
Its ability to continuously change elements of its business model as defined by Osterwalder, Pigneur and Maurya. These two first points constitute a “pivot” as Eric Ries calls it.
Its ability to change elements of its project development according to changing circumstances
The frequency of its customer interaction and testing in the business development process.