ABSTRACT
This chapter explores the question of managing innovation tracks in start-up context. Contrary to many entrepreneurial myths, continuous routes from initial innovative idea to success, as exemplifi ed by Compaq or Skype, are indeed exceptions. Early innovative ideas are usually sensitive to disruptions and turbulences that will undermine their relevance; discontinuities generate erratic trajectory, and maybe death. In many cases, the fi rm survives, and maintains its development through implementing a succession of new projects that redefi ne and complete the initial idea, valuing-if possible-the initial experience of the previous trials.
