Startup Lessons Learned

JANUARY 18, 2010

Lessons Learned by Eric Ries Monday, January 18, 2010 Case Study: Continuous deployment makes releases non-events The following is a case study of one entrepreneurs transition from a traditional development cycle to continuous deployment. Continuous Deployment is Continuous Flow applied to software.

Continuous Deployment 151

Continuous Deployment San Francisco Lean Wiki 151

Startup Lessons Learned

JUNE 5, 2009

In a startup context, numbers like gross revenue are actually vanity metrics, not actionable metrics. Similarly, it’s easy to generate large aggregate numbers by simply falling back to non-disruptive or non-sustainable tactics (see Validated learning about customers for one example). June 8, 2009 1:16 AM Colin said.

San Francisco 102

San Francisco Lean Continuous Deployment Startup 102

Startup Lessons Learned

FEBRUARY 22, 2010

Two others – that each team member give their input independently and that the results be objectively aggregated – are also key parts of building a meritocracy. Case Study: Continuous deployment makes releases n. Diversity is not the only requirement for making good group decisions.

San Francisco 167

San Francisco Lean Sweden Continuous Deployment 167

Startup Lessons Learned

FEBRUARY 22, 2009

But aggregated across many schools, there are thousands or tens of thousands of them. Startup Visa update ► February (5) Kiwi lean startup + Australia next Why diversity matters (the meritocracy business) Beware of Vanity Metrics (for Harvard Business Rev. Case Study: Continuous deployment makes releases n.

Programming 143

Programming San Francisco Lean Continuous Deployment 143

Startup Lessons Learned

AUGUST 24, 2009

Despite all the energy invested in talking to authors about the size of their platform, very few gatekeepers have a rigorous set of metrics for measuring it. The problem is that there are no other metrics they can look at to judge the content of a book to know if it’s worth reviewing. Is that a lot? In that I see opportunity.

San Francisco 113

San Francisco Lean Technical Review Distribution 113

Startup Lessons Learned

APRIL 14, 2009

Every board meeting, the metrics of success change. First of all, it means that most aggregate measures of success, like total revenue, are not very useful. Time-to-complete-a-sale is not a bad metric for validated learning at this stage. Thank you for your simple, insightful explanation of why that is the wrong metric to use.

Customer 167

Customer San Francisco Lean Hockey Stick 167

Startup Lessons Learned

DECEMBER 14, 2009

In an ecosystem, each participant acts according to its own imperatives, but these selfish actions have an aggregate effect. In an ecosystem, each participant acts according to its own imperatives, but these selfish actions have an aggregate effect. Case Study: Continuous deployment makes releases n.

Customer 156

Customer San Francisco Viral Lean 156