Remove Agile Remove Business Model Remove Metrics Remove Revenue
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Why Companies and Government Do “Innovation Theater” Instead of Actual Innovation

Steve Blank

These processes reduce risk to an overall organization, but each layer of process reduces the ability to be agile and lean and – most importantly – responsive to new opportunities and threats. They’ll use government regulation and lawsuits to keep out new entrants with more innovative business models.

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Is the Lean Startup Dead?

Steve Blank

Tech IPO prices exploded and subsequent trading prices rose to dizzying heights as the stock prices became disconnected from the traditional metrics of revenue and profits. Startups wrote business plans, generated expansive 5-year forecasts and executed (hired, spent and built) to the plan.

Lean 335
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The Very Best Digital Metrics For 15 Different Companies!

Occam's Razor

People ask me this seemingly simple question all the time: What Key Performance Indicators should we use for our business ? There is no golden metric for everyone, we are all unique snowflakes! :). I am going to pick a whole bunch of different businesses (15 in all!), If you want to play along. Don’t read what I’ve chosen.

Metrics 141
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The Lean LaunchPad Class: It’s the same, but different

Steve Blank

The class was unique in that it was 1) team-based, 2) experiential, 3) lean-driven (hypothesis testing/business model/customer development/agile engineering). When we started this class, the concept of Lean (business models, customer development, agile, pivots, mvp’s) was new to everyone.

Lean 248
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8 Elements Of Ownership Thinking And Startup Success

Startup Professionals Musings

For some people, business is just a job, whereas with ownership thinking, your business health is the real measure of your personal success and growth. Rather than a focus on salary and perks, your focus is on customers, revenue, and operations. Your personal goal is to succeed in business.

Metrics 279
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ESADE Business School Commencement Speech

Steve Blank

Companies horde cash and squeeze the most revenue and margin from the money they use. Metrics like Return on Net Assets, Return on Capital and Internal Rate of Return are the guiding stars of the board and CEO. The first will be commodity businesses that are valued for their ability to execute their current business model.

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Why Uber is The Revenge of the Founders

Steve Blank

— Unremarked and unheralded, the balance of power between startup CEOs and their investors has radically changed: IPOs/M&A without a profit (or at times revenue) have become the norm. Typically, this caliber of bankers wouldn’t talk to you unless your company had five profitable quarters of increasing revenue. Board Control.

Founder 245