Quotes from Eric Ries

Nuestra sociedad necesita más que nunca la creatividad y la visión de los emprendedores.

our current educational system was designed in the era of mass production and uses large batches extensively.

Remember, most mistakes are caused by flawed systems, not bad people.

Potbelly Sandwich Shop, which today has over two hundred stores. It began as an antique store in 1977;

Mark explained, "Traditionally, the product manager says, 'I just want this.' In response, the engineer says, 'I'm going to build it.' Instead, I try to push my team to first answer four questions: Do consumers recognize that they have the problem you are trying to solve? If there was a solution, would they buy it? Would they buy it from us? Can we build a solution for that problem?

In the Lean Startup model, every product, every feature, every marketing campaign—everything a startup does—is understood to be an experiment designed to achieve validated learning.

BUILD-MEASURE-LEARN FEEDBACK LOOP

It is the principal antidote to the lethal problem of achieving failure: successfully executing a plan that leads nowhere.

first, use a minimum viable product to establish real data on where the company is right now. Without a clear-eyed picture of your current status—no matter how far from the goal you may be—you cannot begin to track your progress.

The growth is all coming from an engine of growth that is working—running efficiently to bring in new customers—not from improvements driven by product development.

Second, startups must attempt to tune the engine from the baseline toward the ideal. This may take many attempts. After the startup has made all the micro changes and product optimizations it can to move its baseline toward the ideal, the company reaches a decision point. That is the third step: pivot or persevere.

The grim reality is that most startups fail. Most new products are not successful. Most new ventures do not live up to their potential.

Traditionally, the product manager says, 'I just want this.' In response, the engineer says, 'I'm going to build it.' Instead, I try to push my team to first answer four questions: 1. Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?

build an ideal model of the desired disruption that is based on customer archetypes, launch a minimum viable product to establish a baseline, and then attempt to tune the engine to get it closer to the ideal.

book Lean Thinking, James Womack and Daniel Jones recount

we figure out what we need to learn, use innovation accounting to figure out what we need to measure to know if we are gaining validated learning, and then figure out what product we need to build to run that experiment and get that measurement.

Las historias de las revistas son mentira: el trabajo duro y la perseverancia no llevan al éxito.

selling the product to visionary early customers called early adopters. Before new products can be sold successfully to the mass market, they have to be sold to early adopters. These people are a special breed of customer. They accept—in fact prefer—an 80 percent solution; you don't need a perfect solution to capture their interest.4

In fact, I believe a company's only sustainable path to long-term economic growth is to build an "innovation factory" that uses Lean Startup techniques to create disruptive innovations on a continuous basis.

Sólo se puede crear algo sólido y resistente a largo plazo cuando se crean ecosistemas vivos de ideas y mecanismos para lograr que las mejores lleguen rápido al mercado.

Qué deberíamos producir y para quién?», «¿En qué mercados podríamos entrar y dominar?», «¿Cómo podríamos crear un valor duradero que no estuviera sujeto a la erosión por parte de la competencia?».[6]

Startups don't starve; they drown." There are always a zillion new ideas about how to make the product better floating around, but the hard truth is that most of those ideas make a difference only at the margins.

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

Most entrepreneurs don't need as many customers as they think. A lot of people think 10 is too few for a sample. But if all 10 refused a product, why is that not enough? If you want 100, 1,000 or a million customers, you first have to get 10.