Acclaim for THE LEAN STARTUP

More documents

Recommendations

Info

Disclosures I have worked with the following companies named in this book either as a consultant, adviser, or investor. I have a relationship or equity interest in each of them. Aardvark Dropbox Food on the Table Grockit IMVU Intuit Votizen Wealthfront I have additional interests in companies through my aliations with venture capital rms. I have invested in or worked with the following rms as either a consultant or as a limited partner. Through these rms, I have equity and relationship interests in many more companies beyond those listed above. 500 Startups Kleiner Perkins Caufield & Byers Floodgate Greylock Partners Seraph Group
Acknowledgments I owe a tremendous debt of gratitude to the many people who have helped make The Lean Startup a reality. First and foremost are the thousands of entrepreneurs around the world who have tested these ideas, challenged them, rened them, and improved them. Without their relentless—and mostly unheralded—work every day, none of this would be possible. Thank you. Real startups involve failure, embarrassing mistakes, and constant chaos. In my research for this book, I discovered that most entrepreneurs and managers would prefer not to have the real story of their daily work told in public. Therefore, I am indebted to the courageous entrepreneurs who consented to have their stories told, many of whom spent hours in tedious interviews and fact-checking conversations. Thank you. I have been grateful throughout my career to have mentors and collaborators who have pushed me to accomplish more than I could have on my own. Will Harvey is responsible for both recruiting me to Silicon Valley in the rst place and for trusting me with the opportunity to try out many of these ideas for the rst time at IMVU. I am grateful to my other IMVU cofounders Marcus Gosling, Matt Danzig, and Mel Guymon as well as the many IMVU employees who did so much of the work I discussed. Of course, none of that would have been possible without the support of millions of IMVU customers over the years. I’d also like to thank David Millstone, Ken Duda, Fernando Paiz, Steve Weinstein, Owen Mahoney, Ray Ocampo, and Jason Altieri for their help along the way. We all owe Steve Blank a debt for the work he did developing
Page 2 and 3:
Acclaim for THE LEAN STARTUP
Page 4 and 5:
—Geoffrey Moore, author, Crossing
Page 7 and 8:
Copyright © 2011 by Eric Ries All
Page 9 and 10:
Contents Cover Title Page Copyright
Page 11 and 12:
Introduction S top me if you’ve h
Page 13 and 14:
can be engineered by following the
Page 15 and 16:
product vision. These supposed xes
Page 17 and 18:
entrepreneurship, the movement has
Page 19 and 20:
have neither. The second problem is
Page 21 and 22:
shooting in the dark. We are relyin
Page 23 and 24:
Part One VISION
Page 25:
previous time in history. This has
Page 29 and 30:
manufacturing is measured by the pr
Page 31 and 32:
Every new version of a product, eve
Page 33 and 34:
Products change constantly through
Page 35 and 36:
2 DEFINE WHO, EXACTLY, IS AN ENTREP
Page 37 and 38:
ecosystem regardless of company siz
Page 39 and 40:
In 2009, a startup decided to try s
Page 41 and 42:
accountable. In other words, cultiv
Page 43 and 44:
signicant number of existing custom
Page 45 and 46:
3 LEARN A s an entrepreneur, nothin
Page 47 and 48:
ventures that had failed, and we we
Page 49 and 50:
moving parts that we had to cut a l
Page 51 and 52:
Out of desperation, we decided to t
Page 53 and 54:
eight.” We had no idea how many i
Page 55 and 56:
eliminate it has allowed lean compa
Page 57 and 58:
trying to convince investors, emplo
Page 59 and 60:
gathered suggested new experiments
Page 61 and 62:
entrepreneur in residence. I’ve a
Page 63 and 64:
FROM ALCHEMY TO SCIENCE The Lean St
Page 65 and 66:
1. It had more accurate data about
Page 67 and 68:
nicely. Yet despite all that work,
Page 69 and 70:
second time? How many are willing t
Page 71 and 72:
finding justified the significant e
Page 73 and 74:
them to dry, which takes two to sev
Page 75 and 76:
and innovation to make the agency m
Page 77 and 78:
have the opportunity to closely mon
Page 79 and 80:
Part Two STEER
Page 81 and 82:
This Build-Measure-Learn feedback l
Page 83 and 84:
objectively; they are also invaluab
Page 85 and 86:
spent. In other words, Facebook als
Page 87 and 88:
The problem with analogies like thi
Page 89 and 90:
the biggest market opportunities in
Page 91 and 92:
To demonstrate, take a look at the
Page 93 and 94:
conversations were designed to answ
Page 95 and 96:
6 TEST G roupon is one of the faste
Page 97 and 98:
At IMVU, when we were raising money
Page 99 and 100:
Most entrepreneurs approach a quest
Page 101 and 102:
made a video. The video is banal, a
Page 103 and 104:
sign up for a new service sight uns
Page 105 and 106:
city?” and the technology flails.
Page 107 and 108:
with humans replicating pieces of t
Page 109 and 110:
we are not even sure who the custom
Page 111 and 112:
quality products, but only in servi
Page 113 and 114:
of these cases, there is an easy so
Page 115 and 116:
7 MEASURE A t the beginning, a star
Page 117 and 118:
changes we’ve made are related to
Page 119 and 120:
For example, a startup might create
Page 121 and 122:
INNOVATION ACCOUNTING AT IMVU Here
Page 123 and 124:
This graph represents approximately
Page 125 and 126:
might, we were getting straight C
Page 127 and 128:
When I meet with those teams, there
Page 129 and 130:
much more exciting. That’s why I
Page 131 and 132:
important connection: “I have thi
Page 133 and 134:
equirements of the product owner (t
Page 135 and 136:
was judged by its ability to improv
Page 137 and 138:
The questioning inspired the team t
Page 139 and 140:
I have implemented this system with
Page 141 and 142:
Even more important than reducing w
Page 143 and 144:
from their actions. Human beings ar
Page 145 and 146:
metrics, “auditable,” is so ess
Page 147 and 148:
8 PIVOT (OR PERSEVERE) E very entre
Page 149 and 150:
1. Customers would be interested en
Page 151 and 152:
easy; it is to make sure that there
Page 153 and 154:
@2gov had a slightly dierent set of
Page 155 and 156:
leap-of-faith questions, David conc
Page 157 and 158:
the U.S. population and has deliver
Page 159 and 160:
pivot or persevere, whether to chan
Page 161 and 162:
THE PIVOT OR PERSEVERE MEETING The
Page 163 and 164:
2. The game would grow using the vi
Page 165 and 166:
not launched its current product, t
Page 167 and 168:
A customer segment pivot is an espe
Page 169 and 170:
incorrectly as a synonym for change
Page 171 and 172:
Value Capture Pivot There are many
Page 173 and 174:
similar to that of a successful com
Page 175 and 176:
Part Three
Page 177 and 178:
Start Your Engines Most of the deci
Page 179 and 180:
accounting method described in Part
Page 181 and 182:
is so named because it has a batch
Page 183 and 184:
producers. Over time, that capabili
Page 185 and 186:
they immediately would release a ne
Page 187 and 188:
in consumer electronics. The latest
Page 189 and 190:
Small Batches in Education Not ever
Page 191 and 192:
change, you could roll it out immed
Page 193 and 194:
The original version had been years
Page 195 and 196:
warehouses immediately shrink, as t
Page 197 and 198:
This has enabled Alphabet Energy to
Page 199 and 200:
THE STARTUP WAY
Page 201 and 202:
companies had used their early succ
Page 203 and 204:
We saw in Part Two how important it
Page 205 and 206:
suited to testing the value hypothe
Page 207 and 208:
and its speed is determined by a si
Page 209 and 210:
Imagine that the rst company uses G
Page 211 and 212:
those were all services the company
Page 213 and 214:
ying out of the factory as fast as
Page 215 and 216:
Chapter 6 emphasized the importance
Page 217 and 218:
11 ADAPT W hen I was the CTO of IMV
Page 219 and 220:
eward extreme polarization, that’
Page 221 and 222:
what we have learned to get to work
Page 223 and 224:
3. Why was it not lubricated sucien
Page 225 and 226:
I used the example of engineering t
Page 227 and 228:
When blame inevitably arises, the m
Page 229 and 230:
sometimes will devolve into the Fiv
Page 231 and 232:
game players in the world. More tha
Page 233 and 234:
Tony relates, “As the new master
Page 235 and 236:
and installation into Continuous In
Page 237 and 238:
planning. In other words, it is com
Page 239 and 240: problems that aict large-batch deve
Page 241 and 242: Historically, QuickBooks had been b
Page 243 and 244: successful startup expect to have y
Page 245 and 246: Scarce but Secure Resources Divisio
Page 247 and 248: development.1 On the ip side, I kno
Page 249 and 250: spent debating the data because, in
Page 251 and 252: can we protect the internal startup
Page 253 and 254: are considered real and the innovat
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
Page 261 and 262: online, and suggestions for how you
Page 263 and 264: extremely harmful and required the
Page 265 and 266: century, too, before people knew ab
Page 267 and 268: good system must be that of develop
Page 269 and 270: spawned to correct those deficienci
Page 271 and 272: test the impact of those factors on
Page 273 and 274: vision but not to abandon it. We wo
Page 275 and 276: yourself. The Lean Startup Wiki Not
Page 277 and 278: • Ash Maurya has emerged as a lea
Page 279 and 280: The idea of the Build-Measure-Learn
Page 281 and 282: 350000-downloads-for-snapt
Page 283 and 284: 93% log in at least once a month.
Page 285 and 286: more on Dropbox’s success, see
Page 287 and 288: you move the pile around between st
Page 289: article2/0,2817,35549,0
Page 293 and 294: Telepathy, designed and built the w
Page 295: About the Author ERIC RIES is an en
show all

Acclaim for THE LEAN STARTUP

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?