Remove 2000 Remove Distribution Remove Entrepreneur Remove Product Development
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Is the Lean Startup Dead?

Steve Blank

NewTV will depend on partners like telcos to distribute the content. Given Verizon just shut down Go90 , its short form content video service, it will be interesting to see if Verizon distributes Katzenberg’s offerings.). Most entrepreneurs today don’t remember the Dot-Com bubble of 1995 or the Dot-Com crash that followed in 2000.

Lean 335
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Why Build, Measure, Learn – isn’t just throwing things against the wall to see if they work

Steve Blank

Waterfall Development. While it sounds simple , the Build Measure Learn approach to product development is a radical improvement over the traditional Waterfall model used throughout the 20 th century to build and ship products. It often took companies three tries to get products right. Microsoft Windows 3.0).

Lean 120
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Lessons Learned: A new version of the Joel Test (draft)

Startup Lessons Learned

I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software product development team. He wrote it in 2000, and as far as I know has never updated it.

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Scaling is Hard, Case Study: Akamai

Seeing Both Sides

Facebook and Google would be obvious choices for this, but so much has been written about each of them and they represent such special business models, I worried that it would be both hard for entrepreneurs to relate and hard for me to develop new insights. But the second year (2000) was simply astounding: nearly $90 million!

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Running Your Business By Instinct Is Not Recommended

Startup Professionals Musings

I still know some entrepreneurs who boast of simply following their gut instincts, rather than listen to anyone or any data, to make strategic decisions. It allows for rapid capture and distribution of the many forms of explicit and implicit knowledge, derived directly from the base transactions.

Merger 275
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Don’t Make Business Decisions Based Only On Intuition

Startup Professionals Musings

I still know some entrepreneurs who boast of simply following their gut instincts, rather than listen to anyone or any data, to make strategic decisions. It allows for rapid capture and distribution of the many forms of explicit and implicit knowledge, derived directly from the base transactions.

Merger 433
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Reasons Not To Make Decisions Today On Gut Instincts

Startup Professionals Musings

I still know some entrepreneurs who boast of simply following their gut instincts, rather than listen to anyone or any data, to make strategic decisions. It allows for rapid capture and distribution of the many forms of explicit and implicit knowledge, derived directly from the base transactions.

Merger 276