Quotes from Eric Ries

The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

Thus, it is not the customer, but rather our hypothesis about the customer, that pulls work from product development and other functions. Any other work is waste.

A platform pivot refers to a change from an application to a platform or vice versa. Most commonly, startups that aspire to create a new platform begin life by selling a single application, the so-called killer app, for their platform. Only later does the platform emerge as a vehicle for third parties to leverage as a way to create their own related products. However, this order is not always set in stone, and some companies have to execute this pivot multiple times.

engine of growth

if management is the problem, chaos is the answer.

Much of the time in a startup's life is spent tuning the engine by making improvements in product, marketing, or operations.

Success is not delivering a feature; success is learning how to solve the customer's problem."4

Strategic planning takes months to complete; these experiments could begin immediately.

I knew that as the company grew, we would need additional processes and systems designed to coordinate the company's operations at each larger size. And yet I had also seen many startups become ossified and bureaucratic out of a misplaced desire to become "professional.

Startups use many kinds of innovation: novel scientific discoveries, repurposing an existing technology for a new use, devising a new business model that unlocks value that was hidden, or simply bringing a product or service to a new location or a previously underserved set of customers.

see startups succeed and change the world. The passion,

Brad explained to me how they hold themselves accountable for their new innovation efforts by measuring two things: the number of customers using products that didn't exist three years ago and the percentage of revenue coming from offerings that did not exist three years ago.

make constant adjustments with a steering wheel called the Build-Measure-Learn feedback

make a sharp turn called a pivot or whether we should persevere along our current path.

La creación de una startup es un ejercicio de creación de una institución; por lo tanto, requiere management.

A pivot is not just an exhortation to change. Remember, it is a special kind of structured change designed to test a new fundamental hypothesis about the product, business model, and engine of growth. It is the heart of the Lean Startup method. It is what makes the companies that follow Lean Startup resilient in the face of mistakes: if we take a wrong turn, we have the tools we need to realize it and the agility to find another path.

But in a startup, who the customer is and what the customer might find valuable are unknown, part of the very uncertainty that is an essential part of the definition of a startup.

paradoxical Toyota proverb, "Stop production so that production never has to stop." The

We adopted the view that our job was to find a synthesis between our vision and what customers would accept; it wasn't to capitulate to what customers thought they wanted or to tell customers what they ought to want.

The question is not "Can this product be built?" In the modern economy, almost any product that can be imagined can be built. The more pertinent questions are "Should this product be built?" and "Can we build a sustainable business around this set of products and services?

In other words, the startup has to find ways to achieve the same amount of validated learning at lower cost or in a shorter time.

We must learn the truth about which elements of our strategy are working to realize our vision and which are just crazy. We must learn what customers really want, not what they say they want or what we think they should want. We must discover whether we are on a path that will lead to growing a sustainable business.

Sustainable growth is characterized by one simple rule: New customers come from the actions of past customers.

we could reduce the failure rate by doing fewer projects of higher quality. Others believe that certain people have an innate gift of knowing the right thing to build. If we can find enough of these visionaries and virtuosos, our problems will be solved. These "solutions" were once considered state of the art in the nineteenth century, too, before people knew about modern management.