Agile Burn Rate Lean Web 
Steve Blank
FEBRUARY 25, 2010
Ash Maurya , the CEO of WiredReach, has extended my work by building a model of Customer Development for Web Startups. Go read both of his posts on Discovery and Validation for web startups. Agile Development is the way startups quickly iterate their product as they learn. I think his process models are pretty good.
Steve Blank
SEPTEMBER 3, 2014
As the miles sped by I explained to Dave that he had understood only two of the three parts of what makes a Lean Startup successful. Speed keeps cash burn rate down while allowing you to converge on a repeatable and scalable business model. In a web/mobile startup coding is not an outsourced activity. Lessons Learned.
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Steve Blank
NOVEMBER 2, 2009
For those of you who have been following the discussion, a Lean Startup is Eric Ries ’s description of the intersection of Customer Development , Agile Development and if available, open platforms and open source. Over its lifetime a Lean Startup may spend less money than a traditional startup.
Startup Lessons Learned
JANUARY 30, 2009
This is why agility is such a prized quality in product development. The passionate early adopters who flocked to the product at its launch could not sustain this outsized burn rate. Labels: agile , customer development 5comments: William Pietri said. Even a great architecture becomes inflexible. We can skip the chasm.
Startup Lessons Learned
MARCH 27, 2009
In lean times, it’s most important to focus on cutting costs in ways that speed you up, not slow you down. To increase the number of iterations you have left, you can either increase cash on hand (by raising money or increasing revenues), reduce burn rate, or increase the speed of each iteration. Work in small batches.
Steve Blank
SEPTEMBER 7, 2009
Finally, I’ll write about how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agile development. The board raises a collective eyebrow. The VP of Sales goes back and exhorts the troops to work harder.
Steve Blank
APRIL 20, 2009
Although it may or may not be in written form, it is reasonably common lore at Stanford that Terman was spider in the web, so to speak, that really set the wheels in motion for both Stanford’s place in “the valley&# as well as the valley’s place as a home to entrepreneurship. I’ll stop channeling James Burke now.
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