Acclaim for THE LEAN STARTUP

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Endnotes Introduction 1. For an up-to-date listing of Lean Startup meetups or to nd one near you, see http://lean-startup.meetup.com or the Lean Startup Wiki: http://leanstartup.pbworks.com/Meetups. See also Chapter 14, “Join the Movement.” Chapter 1. Start 1. Manufacturing statistics and analysis are drawn from the blog Five Thirty Eight: http://www.fivethirtyeight.com/2010/02/us- manufacturing-is-not-dead.html Chapter 2. Define 1. The Innovator’s Dilemma is a classic text by Clayton Christensen about the diculty established companies have with disruptive innovation. Along with its sequel, The Innovator’s Solution, it lays out specic suggestions for how established companies can create autonomous divisions to pursue startup-like innovation. These specic structural prerequisites are discussed in detail in Chapter 12. 2. For more about SnapTax, see http://blog.turbotax.intuit.com/ turbotax-press-releases/taxes-on-your-mobile-phone- it%E2%80%99s-a-snap/01142011–4865 and http://mobilized. allthingsd.com/20110204/exclusive-intuit-sees-more-than-
350000-downloads-for-snaptax-its-smartphone-tax-filing-app/ 3. Most information relating to Intuit and SnapTax comes from private interviews with Intuit management and employees. Information about Intuit’s founding comes from Suzanne Taylor and Kathy Schroeder’s Inside Intuit: How the Makers of Quicken Beat Microsoft and Revolutionized an Entire Industry (Cambridge, Mass.: Harvard Business Press, 2003). Chapter 3. Learn 1. The original ve founders of IMVU were Will Harvey, Marcus Gosling, Matt Danzig, Mel Guymon, and myself. 2. Usage in the United States was even more concentrated; see http://www.businessweek.com/technology/tech_stats/ im050307.htm 3. To hear more about IMVU’s early conversations with customers that led to our pivot away from the add-on strategy, see: http:// mixergy.com/ries-lean/ 4. A word of caution: demonstrating validated learning requires the right kind of metrics, called actionable metrics, which are discussed in Chapter 7. 5. This case was written by Bethany Coates under the direction of Professor Andy Rachle. You can get a copy here: http://hbr. org/product/imvu/an/E254-PDF-ENG Chapter 4. Experiment 1. Some entrepreneurs have adopted this slogan as their startup philosophy, using the acronym JFDI. A recent example can be seen at http://www.cloudave.com/1171/what-makes-an- entrepreneur-four-letters-jfdi/ 2. http://techcrunch.com/2009/11/02/amazon-closes-zappos-deal- ends-up-paying-1–2-billion/
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Acclaim for THE LEAN STARTUP
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—Geoffrey Moore, author, Crossing
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Copyright © 2011 by Eric Ries All
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Contents Cover Title Page Copyright
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Introduction S top me if you’ve h
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can be engineered by following the
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product vision. These supposed xes
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entrepreneurship, the movement has
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have neither. The second problem is
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shooting in the dark. We are relyin
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Part One VISION
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previous time in history. This has
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manufacturing is measured by the pr
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Every new version of a product, eve
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Products change constantly through
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2 DEFINE WHO, EXACTLY, IS AN ENTREP
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ecosystem regardless of company siz
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In 2009, a startup decided to try s
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accountable. In other words, cultiv
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signicant number of existing custom
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3 LEARN A s an entrepreneur, nothin
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ventures that had failed, and we we
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moving parts that we had to cut a l
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Out of desperation, we decided to t
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eight.” We had no idea how many i
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eliminate it has allowed lean compa
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trying to convince investors, emplo
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gathered suggested new experiments
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entrepreneur in residence. I’ve a
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FROM ALCHEMY TO SCIENCE The Lean St
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1. It had more accurate data about
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nicely. Yet despite all that work,
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second time? How many are willing t
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finding justified the significant e
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them to dry, which takes two to sev
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and innovation to make the agency m
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have the opportunity to closely mon
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Part Two STEER
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This Build-Measure-Learn feedback l
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objectively; they are also invaluab
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spent. In other words, Facebook als
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The problem with analogies like thi
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the biggest market opportunities in
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To demonstrate, take a look at the
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conversations were designed to answ
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6 TEST G roupon is one of the faste
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At IMVU, when we were raising money
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Most entrepreneurs approach a quest
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made a video. The video is banal, a
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sign up for a new service sight uns
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city?” and the technology flails.
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with humans replicating pieces of t
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we are not even sure who the custom
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quality products, but only in servi
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of these cases, there is an easy so
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7 MEASURE A t the beginning, a star
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changes we’ve made are related to
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For example, a startup might create
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INNOVATION ACCOUNTING AT IMVU Here
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This graph represents approximately
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might, we were getting straight C
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When I meet with those teams, there
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much more exciting. That’s why I
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important connection: “I have thi
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equirements of the product owner (t
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was judged by its ability to improv
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The questioning inspired the team t
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I have implemented this system with
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Even more important than reducing w
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from their actions. Human beings ar
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metrics, “auditable,” is so ess
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8 PIVOT (OR PERSEVERE) E very entre
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1. Customers would be interested en
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easy; it is to make sure that there
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@2gov had a slightly dierent set of
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leap-of-faith questions, David conc
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the U.S. population and has deliver
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pivot or persevere, whether to chan
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THE PIVOT OR PERSEVERE MEETING The
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2. The game would grow using the vi
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not launched its current product, t
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A customer segment pivot is an espe
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incorrectly as a synonym for change
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Value Capture Pivot There are many
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similar to that of a successful com
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Part Three
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Start Your Engines Most of the deci
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accounting method described in Part
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is so named because it has a batch
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producers. Over time, that capabili
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they immediately would release a ne
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in consumer electronics. The latest
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Small Batches in Education Not ever
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change, you could roll it out immed
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The original version had been years
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warehouses immediately shrink, as t
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This has enabled Alphabet Energy to
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THE STARTUP WAY
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companies had used their early succ
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We saw in Part Two how important it
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suited to testing the value hypothe
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and its speed is determined by a si
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Imagine that the rst company uses G
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those were all services the company
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ying out of the factory as fast as
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Chapter 6 emphasized the importance
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11 ADAPT W hen I was the CTO of IMV
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eward extreme polarization, that’
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what we have learned to get to work
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3. Why was it not lubricated sucien
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I used the example of engineering t
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When blame inevitably arises, the m
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Page 249 and 250: spent debating the data because, in
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Page 255 and 256: Once the market for the new product
Page 257 and 258: to train new team members in the ne
Page 259 and 260: It took a constant eort to consider
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Page 263 and 264: extremely harmful and required the
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Page 269 and 270: spawned to correct those deficienci
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Page 273 and 274: vision but not to abandon it. We wo
Page 275 and 276: yourself. The Lean Startup Wiki Not
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Page 285 and 286: more on Dropbox’s success, see
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Page 291 and 292: Acknowledgments I owe a tremendous
Page 293 and 294: Telepathy, designed and built the w
Page 295: About the Author ERIC RIES is an en
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