Polis University after the Lean Startup

  •  Elona Karafili    
  •  Peter Nientied    


In 2015, the article ‘Polis University as a Lean Startup Innovation’ was published in this journal. The present article is a sequel, researching how the follow-up phase after the initial startup has evolved. The purpose of this article is to: i) review Polis University management since the startup phase in terms of  lean, entrepreneurial management, and ambidexterity; and ii) examine strategic directions for the future of the university.  The article explains Polis University’s management of new and existing business opportunities, and observes that, like so many other organizations, daily business management and incremental improvement tends to receive the most attention. Ambidexterity is organized both structurally through the establishment of an Innovation Factory, and contextually – expecting from staff that they continuously improve their work. Regarding the university’s strategic direction, we conclude that Polis University adheres to the aim of bearing relevance for society, identified by European Commission for the future of universities. Polis University was started with the mission to be relevant for society – not only through providing education and conducting research, but also through its envisioned positive impact on Albanian and Western Balkan development.

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