Quotes from Eric Ries

Toyota discovered that small batches made their factories more efficient. In contrast, in the Lean Startup the goal is not to produce more stuff efficiently. It is to-as quickly as possible-learn how to build a sustainable business.

Startup, I have always been a bit of a troublemaker at the companies at which I have worked, pushing for rapid iteration, data-driven decision making, and early customer involvement.

People are accustomed to thinking of accounting as dry and boring, a necessary evil used primarily to prepare financial reports and survive audits, but that is because accounting is something that has become taken for granted.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

There is a reason all past management revolutions have been led by engineers: management is human systems engineering.

This is one of the most important discoveries of the lean manufacturing movement: you cannot trade quality for time. If you are causing (or missing) quality problems now, the resulting defects will slow you down later.

FAILURE IS NOT AN OPTION. Nobody in the startup world could have such a mug, I mused; it would be ridiculous. My experience is full of situations where reality proved too unpredictable to avoid failure.

We do everything wrong: instead of spending years perfecting our technology, we build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. Then we ship it to customers way before it's ready. And we charge money for it. After securing initial customers, we change the product constantly—much too fast by traditional standards—shipping new versions of our product dozens of times every single day.

Cycle after cycle, the team is working hard, but the business is not seeing results. Managers trained in a traditional model draw the logical conclusion: our team is not working hard, not working effectively, or not working efficiently.

we must focus our energies exclusively on producing outcomes that the customer perceives as valuable.

New customers come from the actions of past customers.

achieving failure: successfully executing a plan that leads nowhere.

The critical first question for any lean transformation is: which activities create value and which are a form of waste? Once

Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor.

Product managers figure out what features are likely to please customers; product designers then figure out how those features should look and feel.

Assumir a responsabilidade por esse fracasso é mais difícil no curto prazo, mas fracassar com honra é um dom,9 e permite aproveitar a lição mais importante do método científico: se você não pode fracassar, não pode aprender.

Just as scientific experimentation is informed by theory, startup experimentation is guided by the startup's vision. The goal of every startup experiment is to discover how to build a sustainable business around that vision.

we were much more likely to run experiments on our customers than we were to cater to their whims.

Vanity metrics wreak havoc because they prey on a weakness of the human mind.

A visão é a parte inegociável da missão da equipe – é aquilo que faz você preferir fechar as portas a ter que ceder.

learning" is the oldest excuse in the book for a failure of execution.

No es suficiente con pedir a los traabajadores que se esfuercen más. Nuestros problemas actuales están provocados por esforzarnos demasiado en las cosas equivocadas

The one envelope at a time approach is called "single-piece flow

A transformação contínua – a capacidade de uma organização para testar e aprender com experiências relacionadas à sua própria estrutura e a seus processos, promovendo, por toda a empresa, as melhores técnicas comprovadas, limitando ou descartando o resto – é o que dará a essa organização a capacidade de prosperar na era moderna.