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Entrepreneurship is an Art not a Job

Steve Blank

Over the last decade we assumed that once we found repeatable methodologies (Agile and Customer Development , Business Model Design) to build early stage ventures, entrepreneurship would become a “science,” and anyone could do it. Some men see things as they are and ask why. Others dream things that never were and ask why not.

Agile 334
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I-Corps @ NIH – Pivoting the Curriculum

Steve Blank

We’re changing the order in which we teach the business model canvas and customer development to better-fit therapeutics, diagnostics and medical devices. The Lean LaunchPad class uses the three “ Lean Startup ” principles: Alexander Osterwalders “ business model canvas ” to frame hypotheses.

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Why Real Learning is Outside the Building, Not Demo Day

Steve Blank

Over the last three years our Lean LaunchPad / NSF Innovation Corps classes have been teaching hundreds of entrepreneurial teams a year how to build their startups by getting out of the building and testing their hypotheses behind their business model. Not quite…. Out of the Building.

Lean 322
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Qualcomm’s Corporate Entrepreneurship Program – Lessons Learned (Part 2)

Steve Blank

Employees had a different concern – they simply wanted more clarity on how to continue to be involved, since formal rules of engagement ended with the bootcamp. 2) We should have had buy-in about the value of disruptive new business models, design and open innovation thinking.

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“Speed and Tempo” – Fearless Decision Making for Startups « Steve.

Steve Blank

An irreversible decision is firing an employee, launching your product, a five-year lease for an expensive new building, etc. That’s why startups are agile. Startups that are agile have mastered one other trick – and that’s Tempo – the ability to make quick decisions consistently over extended periods of time.

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Is the Lean Startup Dead?

Steve Blank

With fewer than 10 employees but almost $2-billion dollars in the bank, they plan on jumping right in. These bubble startups were actually guessing at their business model and did premature and aggressive hype and early company launches and had extremely high burn rates – all predicated on an IPO to raise more cash.

Lean 335
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Why Uber is The Revenge of the Founders

Steve Blank

— all great things when you are executing and scaling a known business model. Because the new CEO had built a team capable of and comfortable with executing an existing business model, the company would fail or get acquired. Board Control. For three decades (1978-2008), investors controlled the board. The founders.

Founder 281