Quotes About Entrepreneurship

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.

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.

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

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.

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

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.

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.

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.

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

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

I call the traditional numbers used to judge startups "vanity metrics," and innovation accounting requires us to avoid the temptation to use them.

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.

we think we can truly short-circuit the ramp by killing things that don't make sense fast and doubling down on the ones that do.

Startups don't starve; they drown." There

Startups do not yet know who their customer is or what their product should be.

company fail, it will be your fault. Most of the advice I've heard on this topic has suggested a kind

They are fast. They embrace new thinking. They are geared for disruption and innovation through uncertainty.

Entrepreneurs are everywhere. You don't have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry.

I particularly remember a moment from back then: the moment I realized my company was going to fail.

The first step would be to break down the grand vision into its component parts. The two most important assumptions entrepreneurs make are what I call the value hypothesis and the growth hypothesis. The value hypothesis tests whether a product or service really delivers value to customers once they are using it.

Because startups often accidentally build something nobody wants, it doesn't matter much if they do it on time and on budget. The

A comprehensive theory of entrepreneurship should address all the functions of an early-stage venture: vision and concept, product development, marketing and sales, scaling up, partnerships and distribution, and structure and organizational design. It has to provide a method for measuring progress in the context of extreme uncertainty.

Also, we were lucky to have Steve Blank as an investor and adviser. Back in 2004, Steve had just begun preaching a new idea: the business and marketing functions of a startup should be considered as important as engineering and product development and therefore deserve an equally rigorous methodology to guide them. He called that methodology Customer Development, and it offered insight and guidance to my daily work as an entrepreneur.