Introduc`on to Agile & Lean Startups -‐ Dave Mawhinney. 2.) Video “The Lean Startup: Innova`on Through Experimenta`on.” Eric Ries, Web San Francisco. The books cost pennies compared to the immense benefits they offer! You can download The Lean Startup full ebook in pdf format for Free from the link given. CREATE RADICALLY. SUCCESSFUL BUSINESSES. BOOK BY ERIC RIES. SLIDES BY RYAN BATTLES. RIES, ERIC. THE LEAN STARTUP: HOW TODAY'S.
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“The key lesson of this book is that startups happen in the present. —that messy place Eric Ries's revolutionary Lean Startup method will help bring your. The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Reinventing Lean: Introducing Lean Management into the Supply Chain. The goal of this talk. ▫ Introduce you to ”The Lean Startup”. ▫ Maybe start a ”Lean Startup Meetup” in uncertainty“ by Eric Ries from the book ”The Lean Startup”.
I will start out by saying that the Summary: The Lean Startup Each chapter contains an overview of the chapter from the full length book along with a quote from Mr. Ries, a summary and key points. The first chapter is about starting up which talks about the Build-Measure-Learn loop. You start with ideas, you build a product based on those ideas, you measure the products worth with data you obtain from consumers, then learn from that data, then come up with more ideas on how to better that product and start from the beginning. It then goes on to discuss other product related subjects such as productivity, experimentation, testing hypothesis, collecting data, changing direction or staying the course, product testing, growth, adaptation, and innovation.
I have also replaced the Lean Canvas case study which some people found confusing with a more complete example that follows throughout the book from ideation to exit.
Along with being the authoritative guide on Lean Startups, the book also introduces several new and power- ful concepts like Innovation Accounting and Engines of Growth that I have incorporated into this edition.
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An attribution usually includes the title, author, publisher, and ISBN. Copyright Ash Maurya, We live in an age of unparalleled opportunity for innovation. With the advent of the Internet, cloud computing, and open source software, the cost of building products is at an all-time low. Most startups still fail. But the more interesting fact is that, of those startups that succeed, two- thirds report having drastically changed their plans along the way. Up until now, finding this better Plan B or C or Z has been based more on gut, intuition, and luck.
There has been no systematic process for rigorously stress-testing a Plan A. That is what Running Lean is about. Running Lean is a systematic process for iterating from Plan A to a plan that works, before running out of resources.
Why Are Startups Hard? First, there is a misconception around how successful products get built. The media loves stories of visionaries who see the future and chart a perfect course to intersect it. The reality, however, rarely plays out quite as simply. Second, the classic product-centric approach front-loads some customer involvement during the requirements-gathering phase but leaves most of the customer validation until after the software is released.
If I had asked people what they wanted, they would have said faster horses. Three of the most important follow. Customer Development Customer Development is a term coined by Steve Blank and is used to describe the parallel process of building a continuous feedback loop with customers throughout the product development cycle. It is defined in his book, The Four Steps to the Epiphany.
The key takeaway from Customer Development can best be summed up as: Get out of the building.
You have to get out and directly engage customers. However, in a Lean Startup, we strive to optimize utilization of our scarc- est resource, which is time. Specifically, our objective is maximizing learn- ing about customers per unit time. The key takeaway from Lean Startup can best be summed up around the concept of using smaller, faster iterations for testing a vision.
Startups that succeed are those that manage to iterate enough times before running out of resources. Too often, people confuse bootstrapping with self-fund- ing. A stricter definition is funding with customer revenues. Startups are inherently chaotic, but at any given point in time, there are only a few key actions that matter.
You need to just focus on those and ignore the rest. If you are an entrepreneur considering building a new product, or if you already have a product and you want to raise your odds of making it suc- cessful, this book is for you. This book is organized into four parts. Even if you already have a product launched, I recommend starting from the beginning. You will not have to spend as much time going through the stages, and this exercise will help you baseline where you currently are and formulate your next actions.
Part 1: Roadmap Part 1 provides an overall roadmap of the Running Lean process. Specifi- cally, it describes the three core meta-principles that capture the essence of Running Lean and ends with a short case study that helps illustrate these principles in action.
The rest of the book covers each of the following meta-principles in detail in three parts. Part 3: Identify the Riskiest Parts of Your Plan Part 3 helps you identify which aspects of your plan to focus on first. It lays some groundwork on the different types of risks startups face, shows you how to prioritize them, and prepares you to start the process of testing and experimentation.
Part 4: Systematically Test Your Plan Part 4 outlines the four-stage process for systematically stress testing your initial plan and shows you how to iterate from your Plan A to a Plan That Works.
There is a fear, especially common among first-time entrepreneurs, that their great idea will be stolen by someone else.
The second realization was that startups can consume years of your life. I started WiredReach with just a spark of an idea, and before I knew it, years had passed. And finally, I learned that while listening to customers is important, you have to know how to do it. After we launched, we got covered by a few prominent blogs and dumped some serious cash into advertising on the DECK network primar- ily targeted at designers and developers. We started getting a lot of feedback from users, but it was all over the place.
We started listening to the most popular vocal requests and ended up with a bloated application and lots of one- time-use features. I had dreamt the big vision, rationalized it in my head, and built it and refined it the long, hard way. I was sold.
I was determined to test these techniques on my next product CloudFire but ran into many early challenges when trying to take these concepts to practice. I had more questions than answers, which prompted my two-year journey in search of a better methodology for building successful products. I am thankful to the thousands of readers who subscribed to my blog, left comments week after week, sent me notes of encouragement to keep on writing, and subjected their products to my testing.
Field-Tested As a way to test the content for this book, I started speaking and teaching Running Lean workshops. I have shared this methodology with hundreds of startups and worked closely with many of them to test and refine it. Whereas my blog is a near-real-time account of my lessons learned, this book benefits from retrospective learning and from reordering and refining steps for a more optimal workflow.
I am applying this new workflow to my next startup, which is also a by- product of my blogging and learning over the past year.
As of this writing, I have sold WiredReach and am in the process of building and launching a new startup, Spark One of the things that particularly drew me to the Lean Startup method- ology is that it is a meta-process from which more specific processes and practices can be formulated.
The same principles used to test your product can and should be applied to test your tactics when taking these principles to practice. I encourage you to rigorously test and adapt these principles for yourself.
The legal, financial, and account- ing aspects of launching a company are outside the scope of the book. When the time comes, it is important to get competent professional advice about financing and structuring your company and its intellectual property assets. But a good methodology can pro- vide a feedback loop for continuous improvement and learning. That is the promise of this book. Principles guide what you do.
Tactics show you how. The essence of Running Lean can be distilled into three steps: 1. Document your Plan A. Identify the riskiest parts of your plan. Systematically test your plan.
The rest of the book will focus on the reduction of these meta-principles to practice. Those that dream by night in the dusty recesses of their minds wake in the day to find that it was vanity: but the dreamers of the day are dangerous men, for they may act their dreams with open eyes, to make it possible. Most people ignore them. Entrepreneurs choose to act on them.
Reasonably smart people can rationalize anything, but entrepreneurs are especially gifted at this. Most entrepreneurs start with a strong initial vision and a Plan A for real- izing that vision. While a strong vision is required to create a mantra and make meaning, a Lean Startup strives to uphold a strong vision with facts, not faith.
It is important to accept that your initial vision is built largely on untested assumptions or hypotheses.
Running Lean helps you systematically test and refine that initial vision. Traditionally, business plans have been used for this purpose. Each chapter contains an overview of the chapter from the full length book along with a quote from Mr.
Ries, a summary and key points. The first chapter is about starting up which talks about the Build-Measure-Learn loop. You start with ideas, you build a product based on those ideas, you measure the products worth with data you obtain from consumers, then learn from that data, then come up with more ideas on how to better that product and start from the beginning.
It then goes on to discuss other product related subjects such as productivity, experimentation, testing hypothesis, collecting data, changing direction or staying the course, product testing, growth, adaptation, and innovation. I think someone who is already familiar with business would find this information useful if they were interested in building a startup company.
Then they would perhaps consider adding the full length book to their library. Start with a modest offering and build on the aspects of it that prove valuable. Expect to get it wrong, and stay flexible and solvent enough to try again and again until you get it right.
It resonates with Web entrepreneurs blessed with worldwide reach and open source code.
A must read for every serious entrepreneur—and every manager interested in innovation. His approach is rigorous; his prescriptions are practical and proven in the field. The Lean Startup will change the way we think about entrepreneurship. As startup success rates improve, it could do more to boost global economic growth than any management book written in years. Whether you are a startup entrepreneur or corporate entrepreneur there are important lessons here for you on your quest toward the new and unknown.