Startup Lessons Learned

SEPTEMBER 15, 2008

The application of agile development methodologies which dramatically reduce waste and unlock creativity in product development. See Customer Development Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the Customer Development process. (See

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Startup Lessons Learned

SEPTEMBER 7, 2008

In a startup, both the problem and solution are unknown, and the key to success is building an integrated team that includes product development in the feedback loop with customers. 2008 09 06 Eric Ries Haas Columbia Customer Development Engineering View SlideShare presentation or Upload your own.

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Startup Lessons Learned

SEPTEMBER 22, 2008

You get increasing growth by optimizing the viral loop , and you get revenue as a side-effect, assuming you have even the most anemic monetization scheme baked into your product. Paid - if your product monetizes customers better than your competitors, you have the opportunity to use your lifetime value advantage to drive growth.

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Startup Lessons Learned

OCTOBER 20, 2008

Lessons Learned by Eric Ries Monday, October 20, 2008 The engineering managers lament I was inspired to write The product managers lament while meeting with a startup struggling to figure out what had gone wrong with their product development process. He has a good team, and theyve shipped a working product to many customers.

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Startup Lessons Learned

JUNE 2, 2010

Five Whys has its origins in the Toyota Production System. And yet the key to startup speed is to maintain a disciplined approach to testing and evaluating new products, features, and ideas. Five Whys has its origins in the Toyota Production System. Techniques from lean manufacturing can be part of a startups innovation culture.

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Technical Review San Francisco Lean Continuous Deployment 132

Startup Lessons Learned

MARCH 16, 2009

Lessons Learned by Eric Ries Monday, March 16, 2009 Combining agile development with customer development Today I read an excellent blog post that I just had to share. In most agile development systems, there is a notion of the "product backlog" a prioritized list of what software is most valuable to be developed next.

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Startup Lessons Learned

AUGUST 30, 2008

This basic pattern is useful in all aspects of product development. The temptation is try and build a toolkit of general pieces, which can be assembled into many kinds of final product. The basic idea is to avoid building something based on what you think it might need to do in the future.

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Startup Lessons Learned

SEPTEMBER 10, 2008

I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software product development team. He wrote it in 2000, and as far as I know has never updated it.

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Software Review Technical Review San Francisco Continuous Deployment 144

Startup Lessons Learned

SEPTEMBER 2, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode. Take a look and let me know what you think. Take a look and let me know what you think.

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Startup Lessons Learned

NOVEMBER 8, 2008

Lessons Learned by Eric Ries Saturday, November 8, 2008 What is customer development? When we build products, we use a methodology. We know some products succeed and others fail, but the reasons are complex and the unpredictable. a roadmap for how to get to Product/Market Fit." Whats wrong with this picture?

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Customer Development Developer San Francisco Customer 168

Startup Lessons Learned

SEPTEMBER 2, 2008

Its inspired by the classic OODA Loop and is really just a simplified version of that concept, applied specifically to creating a software product development team. There are three stages: We start with ideas about what our product could be. Thoughts on scientific product development Lo, my 5 subscribers, who are you?

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San Francisco Continuous Deployment Lean DC 142

Startup Lessons Learned

APRIL 14, 2009

This may sound crazy, coming as it does from an advocate of c harging customers for your product from day one. Their product definition fluctuates wildly – one month, it’s a dessert topping, the next it’s a floor wax. In fact, this company hasn’t shipped any new products in months. What’s going on?

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Startup Lessons Learned

SEPTEMBER 22, 2008

Lessons Learned by Eric Ries Monday, September 22, 2008 Thoughts on scientific product development I enjoyed reading a post today from Laserlike (Mike Speiser), on Scientific product development. I agree with the less is more product development approach, but for a different reason.

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Product Development Developer San Francisco Product 68

Startup Lessons Learned

JULY 29, 2009

Startups especially can benefit by using technical debt to experiment, invest in process, and increase their product development leverage. The biggest source of waste in new product development is building something that nobody wants. Unfortunately, customers hated that initial product.

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Technical Review Software Review San Francisco Lean 168

Startup Lessons Learned

AUGUST 8, 2009

One of the topics that raised heated debate was whether I had conflated technical design with product design , because I made the admittedly counter-intuitive claim that sometimes good technical design actually leads to increased technical debt. The argument itself got me thinking a lot about design and its role in building products.

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Software Review Design Software San Francisco 87

Startup Lessons Learned

FEBRUARY 20, 2009

I owe it originally to lean manufacturing books like Lean Thinking and Toyota Production System. The batch size is the unit at which work-products move between stages in a development process. Similar results apply in product management, design, testing, and even operations. For software, the easiest batch to see is code.

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San Francisco Software Review Continuous Deployment Development Team Review 161

Startup Lessons Learned

SEPTEMBER 30, 2008

If the CEO wants to completely change the product in order to serve a new customer segment, you need someone in the room who can digest the needs of the new (proposed) business, and lay out the costs of each possible approach. Labels: product development 15comments: mukund said. Have you worked with or for a great CTO?

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CTO Fractional CTO CTO Hire Technical Review 168

Startup Lessons Learned

SEPTEMBER 10, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode. Take a look and let me know what you think. Take a look and let me know what you think.

Software Review 68

Software Review San Francisco Technical Review Continuous Deployment 68

Startup Lessons Learned

SEPTEMBER 12, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode. Take a look and let me know what you think. Take a look and let me know what you think.

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Audience San Francisco Continuous Deployment Lean 119

Startup Lessons Learned

NOVEMBER 7, 2008

Thats the conclusion Ive come to after watching tons of online products fail for a complete lack of customers. Our goal is to find out whether customers are interested in your product by offering to give (or even sell) it to them, and then failing to deliver on that promise. Nothing made any difference.

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Demand San Francisco Lean Continuous Deployment 167

Gust

SEPTEMBER 25, 2012

At first glance we can see the US contains the majority of new startups, with a significant 60%, but Canada, India, France, and Brazil are closely following and worth to keep an eye on for future startup growth. 28% of California startups have a product fully ready and 25% are in revenue stage.

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Startup Lessons Learned

SEPTEMBER 15, 2008

In my experience, the majority of changes we made to products have no effect at all on customer behavior. This kind of result is typical when you ship a redesign of some part of your product. Without split-testing, your product tends to get prettier over time. First of all, why split-test? One last note on reporting.

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San Francisco Lean Technical Review Continuous Deployment 166

Startup Lessons Learned

JULY 30, 2009

Take a look and let me know what you think. Expo New York New York, NY Nov 19 The Lean Startup at MIT Boston, MA Nov 20 Lunch workshop at Dogpatch Labs Boston, MA Dec 17 Lean Startup Cohort program begins San Francisco, CA KISSmetrics KISSmetrics is loading. Take a look and let me know what you think.

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Startup Lessons Learned

AUGUST 2, 2008

Take a look and let me know what you think. Expo New York New York, NY Nov 19 The Lean Startup at MIT Boston, MA Nov 20 Lunch workshop at Dogpatch Labs Boston, MA Dec 17 Lean Startup Cohort program begins San Francisco, CA KISSmetrics KISSmetrics is loading. Take a look and let me know what you think.

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San Francisco Software Review Technical Review Continuous Deployment 125

Startup Lessons Learned

JULY 6, 2009

Say you're not creating a product but doing a service? Labels: events , slides , video 7comments: Eemo said. Mr Ries, Thank you for this post and the PowerPoint slides. I wanted to ask you, does this method work for service based startups as well? Take a look and let me know what you think. Take a look and let me know what you think.

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Startup Lessons Learned

NOVEMBER 4, 2008

It is becoming easier and cheaper for companies to bring products to market, leveraging free and open source software , cloud computing, open social data (Facebook, OpenSocial ), and open distribution (AdWords, SEO). Customer development. This speeds up the Ideas-Code-Data feedback loop. Im sure youve noticed this yourself.

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Startup Lessons Learned

SEPTEMBER 14, 2008

In the very early days, the trick is to find anyone at all who can understand you when you are talking about your product. In our first year at IMVU, we thought we were building a 3D avatar chat product. As product people, we thought of competition in terms of features. that we learned different.

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San Francisco Customer Lean Continuous Deployment 131

Startup Lessons Learned

SEPTEMBER 1, 2008

Lessons Learned by Eric Ries Monday, September 1, 2008 Test-Driven Development as andon cord You cannot control what you cannot see, and the hardest part of managing software projects is that the final product is so intangible. This is equivalent of the andon cord in a Toyota production plant.

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San Francisco Developer Continuous Deployment DC 68

Startup Lessons Learned

NOVEMBER 17, 2008

If you dont have customers, a product, investors, or a board of directors, you can pretty much stay focused on just one thing at a time. Strategy - startups first encounter this when they have the beginnings of a product, and theyve achieved some amount of product/market fit. Take a look and let me know what you think.

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Startup Lessons Learned

JUNE 8, 2009

Lessons Learned by Eric Ries Monday, June 8, 2009 Datablindness Most of us are swimming in a sea of data about our products, companies, and teams. I had it all set up to a jury-rigged SurveyMonkey - PayPal minimum viable product. So the product development team was busy creating lots of split-tests for lots of hypotheses.

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San Francisco Lean Continuous Deployment DC 84

Startup Lessons Learned

SEPTEMBER 2, 2008

Thoughts on scientific product development Lo, my 5 subscribers, who are you? Q&A with an actual reader The lean startup comes to Stanford You don't need as many tools as you think The three drivers of growth for your business mode. Take a look and let me know what you think. Take a look and let me know what you think.

San Francisco 60

San Francisco Continuous Deployment Lean DC 60

Startup Lessons Learned

JANUARY 7, 2010

Take a look and let me know what you think. Expo New York New York, NY Nov 19 The Lean Startup at MIT Boston, MA Nov 20 Lunch workshop at Dogpatch Labs Boston, MA Dec 17 Lean Startup Cohort program begins San Francisco, CA KISSmetrics KISSmetrics is loading. Take a look and let me know what you think.

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San Francisco Management Continuous Deployment Lean 119

The Entrepreneurial Mind

JUNE 6, 2014

Nuvar Incorporated , located in Holland, Michigan, develops and designs office furniture and healthcare products. Nuvar’s in-house engineering assists its customers with product development and design. Since we’re involved with product development, we really see this first hand.”.

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Startup Lessons Learned

FEBRUARY 9, 2009

The Lean Startup: a Disciplined Approach to Imagining, Designing, and Building New Products.: Lessons Learned by Eric Ries Monday, February 9, 2009 The lean startup @ Web 2.0 Expo (and a call for help) Ive been asked to speak this year at the Web 2.0 Expo to explain the lean startup concept to a larger audience.

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Startup Lessons Learned

NOVEMBER 6, 2008

All of the incentives described in the article focus on making it easy and highly desirable to launch your product: [He] claimed that launching projects is the natural state that Googles internal ecosystem tends towards, and its because they pump so much energy into pointing people in that direction. . Focus on launching.

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Agile San Francisco Software Review Continuous Deployment 76

Startup Lessons Learned

AUGUST 3, 2009

Lessons Learned by Eric Ries Monday, August 3, 2009 Minimum Viable Product: a guide One of the most important lean startup techniques is called the minimum viable product. MVP, despite the name, is not about creating minimal products. We have to manage to learn something from our first product iteration.

San Francisco 168

San Francisco Product Lean Continuous Deployment 168

Startup Lessons Learned

OCTOBER 19, 2009

Lessons Learned by Eric Ries Monday, October 19, 2009 Inc Magazine on Minimum Viable Product (and a response) Inc Magazine has a great new piece up about the increasing use of the Minimum Viable Product by businesses (and not just startups). Like many companies, TPGTEX rolls out new products several times a year.

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