Quotes from Eric Ries

The problem for startups and large companies alike is that employees often follow the products they develop as they move from phase to phase. A common practice is for the inventor of a new product or feature to manage the subsequent resources, team, or division that ultimately commercializes it. As a result, strong creative managers wind up getting stuck working on the growth and optimization of products rather than creating new ones.

You can't take learning to the bank; you can't spend it or invest it. You cannot give it to customers and cannot return it to limited partners.

Our goal in building products is to be able to run experiments that will help us learn how to build a sustainable business. Thus, the right way to think about the product development process in a Lean Startup is that it is responding to pull requests in the form of experiments that need to be run.

This tendency is one of the reasons established companies struggle to find creative managers to foster innovation in the first place. Every new innovation competes for resources with established projects, and one of the scarcest resources is talent.

Yet if the fundamental goal of entrepreneurship is to engage in organization building under conditions of extreme uncertainty, its most vital function is learning.

The way out of this dilemma is to manage the four kinds of work differently, allowing strong cross-functional teams to develop around each area. When products move from phase to phase, they are handed off between teams. Employees can choose to move with the product as part of the handoff or stay behind and begin work on something new. Neither choice is necessarily right or wrong; it depends on the temperament and skills of the person in question.

its focus needs to be on improving customer retention. This goes against the standard intuition in that if a company lacks growth, it should invest more in sales and marketing.

We tracked the "funnel metrics" behaviors that were critical to our engine of growth: customer registration, the download of our application, trial, repeat usage, and purchase.

The viral coefficient measures how many new customers will use a product as a consequence of each new customer who signs up. Put

entrepreneur" should be considered a job title in all modern companies that depend on innovation for their future growth.

En los negocios, una empresa Lean es la eficiencia duradera en acción. El revolucionario método Lean Startup de Eric Ries convertirá su nueva idea de negocio en un resultado final exitoso y duradero. Encontrará innovadoras estrategias y los pasos necesarios para crear y gestionar su propia startup mientras aprende de éxitos y fracasos reales de los demás. Este libro es una lectura obligatoria para emprendedores que se sientan preparados para empezar algo genial.»

Alphabet Energy

Unfortunately, too many startup business plans look more like they are planning to launch a rocket ship than drive a car.

Split testing often uncovers surprising things. For example, many features that make the product better in the eyes of engineers and designers have no impact on customer behavior.

This is an old direct marketing technique in which customers are given the opportunity to preorder a product that has not yet been built. A smoke test measures only one thing: whether customers are interested in trying a product. By itself, this is insufficient to validate an entire growth model. Nonetheless, it can be very useful to get feedback on this assumption before committing more money and other resources to the product.

We must avoid the caricature that science means formula or a lack of humanity in work. In fact, science is one of humanity's most creative pursuits. I believe that applying it to entrepreneurship will unlock a vast storehouse of human potential.

Validated learning

todavía es más impresionante el hecho de que Toyota haya creado la organización de aprendizaje más avanzada de la historia. Ha demostrado la capacidad de desencadenar la creatividad de sus empleados, conseguir un crecimiento consistente y producir nuevos productos innovadores sin cesar a lo largo de casi un siglo.[13

As is typically the case in large-batch development, both groups had been willing to sacrifice the team's ability to learn in order to work more "efficiently.

EL MÉTODO STARTUP

exist to learn how to build a sustainable business.

engineers agree to adapt the product to the business's constantly changing requirements but are not responsible for the quality of those business decisions.

We really did have customers in those early days—true visionary early adopters—and we often talked to them and asked for their feedback. But we emphatically did not do what they said. We viewed their input as only one source of information about our product and overall vision. In fact, we were much more likely to run experiments on our customers than we were to cater to their whims.

This is a classic case of "achieving failure"—successfully executing a flawed plan.