Quotes About Learning

The Four Steps to the Epiphany

Let's forget educational design up until now, let's forget what's possible and just redesign learning with today's students and today's technology in mind.

The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning.

As startups grow, entrepreneurs can build organizations that learn how to balance the needs of existing customers with the challenges of finding new customers to serve, managing existing lines of business, and exploring new business models—all at the same time. And,

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

Functional specialists, especially those steeped in waterfall or stage-gate development, have been trained to work in extremely large batches. This causes even good ideas to get bogged down by waste. By making the batch size small, the sandbox method allows teams to make cheap mistakes quickly and start learning.

You can't take learning to the bank; you can't spend it or invest it. You cannot give it to customers and cannot return it to limited partners.

Our goal in building products is to be able to run experiments that will help us learn how to build a sustainable business. 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.

Yet if the fundamental goal of entrepreneurship is to engage in organization building under conditions of extreme uncertainty, its most vital function is learning.

Validated learning

todavía es más impresionante el hecho de que Toyota haya creado la organización de aprendizaje más avanzada de la historia. Ha demostrado la capacidad de desencadenar la creatividad de sus empleados, conseguir un crecimiento consistente y producir nuevos productos innovadores sin cesar a lo largo de casi un siglo.[13

As is typically the case in large-batch development, both groups had been willing to sacrifice the team's ability to learn in order to work more "efficiently.

exist to learn how to build a sustainable business.

This is a classic case of "achieving failure"—successfully executing a flawed plan.

Unknowingly, we had fallen into a classic startup trap. We had been so successful with our early efforts that we were ignoring the principles behind them.

we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning.

Instead of making complex plans that are based on a lot of assumptions, you can make constant adjustments with a steering wheel called the Build-Measure-Learn feedback loop.

El aprendizaje validado es el proceso para demostrar empíricamente que un equipo ha descubierto información valiosa sobre las posibilidades presentes y futuras del negocio.

We must be willing to set aside our traditional professional standards to start the process of validated leaming as soon as possible. But once again, this does not mean operating in a sloppy or undisciplined wa

I've come to believe that learning is the essential unit of progress for startups. The effort that is not absolutely necessary for learning what customers want can be eliminated. I call this validated learning because it is always demonstrated by positive improvements in the startup's core metrics.

To demonstrate validated learning, the design changes must improve the activation rate of new customers. If they do not, the new design should be judged a failure.

That was a good day. In contrast, if I was interrupted with questions, process, or—heaven forbid—meetings, I felt bad. What did I really accomplish that day? Code and product features were tangible to me; I could see them, understand them, and show them off. Learning, by contrast, is frustratingly intangible.

Unfortunately, "learning" is the oldest excuse in the book for a failure of execution. It's what managers fall back on when they fail to achieve the results we promised.

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