Quotes from Eric Ries

Third, many entrepreneurs are afraid. Acknowledging failure can lead to dangerously low morale. Most entrepreneurs' biggest fear is not that their vision will prove to be wrong. More terrifying is the thought that the vision might be deemed wrong without having been given a real chance to prove itself.

They will ask to go back to the old way of working, in which they had the opportunity to "stay efficient" by working in larger batches and passing work between departments.

a new breed of designers is developing brand-new techniques under the banner of Lean User Experience (Lean UX). They recognize that the customer archetype is a hypothesis, not a fact. The customer profile should be considered provisional until the strategy has shown via validated learning that we can serve this type of customer in a sustainable way.

The two most important assumptions entrepreneurs make are what I call the value hypothesis and the growth hypothesis.

Most important, teams working in this system begin to measure their productivity according to validated learning, not in terms of the production of new features.

Every extra feature is a form of waste, and if we delay the test for these extra features, it comes with a tremendous potential cost in terms of learning and cycle time.

Should this product be built?" and "Can we build a sustainable business around this set of products and services?" To answer those questions, we need a method for systematically breaking down a business plan into its component parts and testing each part empirically.

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.

The Toyota Way

Os guardiões atrasam o trabalho de outras áreas funcionais por meio de avaliações, burocracia e regras rígidas. Áreas funcionais facilitadoras ajudam as equipes a acelerar seu trabalho.

The common tendency of product development is to skip straight to the fourth question and build a solution before confirming that customers have the problem.

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?

What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.

If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can.

They had "achieved failure"—successfully, faithfully, and rigorously executing a plan that turned out to have been utterly flawed.

Una startup es una institución humana diseñada para crear un nuevo producto o servicio bajo condiciones de incertidumbre extrema.

I was finally ready to turn to the last resort: talking to customers. Armed

As diretorias de crescimento também elevaram o poder do Citi de atuar de acordo com seu compromisso de servir ao cliente. "Esse processo nos deu a linguagem para falar de validação e clientes de uma maneira completamente diferente do que apenas dizer: 'Vamos focar no cliente'", diz Colella. "Temos um processo e um sistema para validar o que nossos clientes precisam, mesmo que, em muitos casos, eles ainda não saibam do que precisam.

A cultura é memória muscular institucional, que não se baseia em como a organização aspira a atuar, mas em como realmente atuou no passado.

Learning to see waste and then systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries.

pivot is a special kind of change designed to test a new fundamental hypothesis about the product, business model, and engine of growth.

startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.

Stop production so that production never has to stop.

Si yo eligiera un empleado al azar de cualquier nivel, departamento o región, y ese empleado tuviera una idea absolutamente brillante que abriera una fuente de crecimiento radicalmente nueva, ¿qué tendría que hacer para llevar su idea a la práctica? ¿Dispone la empresa de las herramientas de gestión necesarias para ampliar esa idea a fin de que genere el máximo impacto, aun cuando no se ajuste a ninguna de las líneas de negocio actuales?