Thanks for the reply, and I didn't intend it to sound as harsh as it came off! I did encourage our clients to actually read The Lean Startup to understand the full context of the MVP concept, and with the benefit of that context, we did use the term "MVP" to describe initial builds. The frustration I describe came mostly from secondary (not day-to-day) client stakeholders, who probably got their information about MVPs by scanning a LinkedIn post (okay, maybe that's harsh).

I'm legitimately excited to read Incorruptible, because in all honesty, 10 years of working with the Fortune 500 left me pessimistic about the ability of $1B+ companies to successfully do anything new. There were exceptions (some of my friends came up with Pay It Plan It for Amex), but they were rare enough that it was hard to come up with themes or patterns that connected them. I'm so curious to hear what you've learned by talking to companies that have been able to avoid ossification and continually reinvent themselves.