Startup Lessons Learned

OCTOBER 4, 2008

In 2007, BusinessWeek named Ries one of the Best Young Entrepreneurs of Tech and in 2009 he was honored with a TechFellow award in the category of Engineering Leadership. Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence. hey eric, love the blog.

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Startup Lessons Learned

FEBRUARY 20, 2009

Its had tremendous impact in many areas: continuous deployment , just-in-time scalability , and even search engine marketing , to name a few. I owe it originally to lean manufacturing books like Lean Thinking and Toyota Production System. The batch size is the unit at which work-products move between stages in a development process.

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Startup Lessons Learned

JULY 29, 2009

I hope to show why lean and agile techniques actually reduce the negative impacts of technical debt and increase our ability to take advantage of its positive effects. Startups especially can benefit by using technical debt to experiment, invest in process, and increase their product development leverage.

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Technical Review Software Review San Francisco Lean 168

Startup Lessons Learned

SEPTEMBER 12, 2008

It’s easy to overestimate the impact of this kind of traffic because it just feels good to have your name and company featured. Thoughts on scientific product development Lo, my 5 subscribers, who are you? It strokes your ego. Expo SF (May. Conference streaming, sponsors, discounted tickets.

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Audience San Francisco Continuous Deployment Lean 119

Startup Lessons Learned

AUGUST 26, 2009

Accept that many successful companies are going to want to be backed by big-name firms in other cities. Thank you @ericries for drastically altering my perception of agile startup Thank you all so much for your kind words. Then, create an encouraging environment for early-stage companies. I was really overwhelmed this time.

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Startup Lessons Learned

APRIL 14, 2009

This may sound crazy, coming as it does from an advocate of c harging customers for your product from day one. Their product definition fluctuates wildly – one month, it’s a dessert topping, the next it’s a floor wax. In fact, this company hasn’t shipped any new products in months. What’s going on?

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Customer San Francisco Lean Hockey Stick 167

Startup Lessons Learned

SEPTEMBER 15, 2008

In my experience, the majority of changes we made to products have no effect at all on customer behavior. This kind of result is typical when you ship a redesign of some part of your product. Without split-testing, your product tends to get prettier over time. First of all, why split-test? One last note on reporting.

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Startup Lessons Learned

AUGUST 3, 2009

Lessons Learned by Eric Ries Monday, August 3, 2009 Minimum Viable Product: a guide One of the most important lean startup techniques is called the minimum viable product. MVP, despite the name, is not about creating minimal products. We have to manage to learn something from our first product iteration.

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Startup Lessons Learned

JANUARY 18, 2010

Ive previously named his post Achieving Flow in a Lean Startup as one of my favorite blog posts of 2009. Continuous Flow Manufacturing is a Lean technique that boosts productivity by rearranging manufacturing processes so products are built end-to-end, one at a time (using singe-piece flow), versus the more prevalent batch and queue approach.

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Continuous Deployment San Francisco Lean Wiki 151

Startup Lessons Learned

OCTOBER 26, 2009

Many companies seek to involve customers directly in the creation of their products. The key to successful integration of customer feedback is to make each kind of collection part of the regular company discipline of building and releasing products. Just those few IM features made the product dramatically better.

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Advisory Board Customer San Francisco Lean 151

Startup Lessons Learned

JULY 13, 2009

Lessons Learned by Eric Ries Monday, July 13, 2009 The Principles of Product Development Flow If youve ever wondered why agile or lean development techniques work, The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen is the book for you.

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Hearpreneur

JANUARY 15, 2021

What exactly is going to be the name of your business? Whatever the inspiration or relation may be, the naming of your business is one of the most important parts of becoming a CEO. To play up the name even more, I use when you need a best friend on the web as my tagline. Secondly, most often, is giving a title to your idea.

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Startup Lessons Learned

JUNE 5, 2009

Sometimes an early negative result from an experiment is a harbinger of doom for that product, and means it should be abandoned. Imagine a general manager that has read The Innovator’s Dilemma and related books, and is therefore trying hard to help her organization make a transition to a new product category via disruptive innovation.

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San Francisco Lean Continuous Deployment Startup 102

Startup Lessons Learned

JANUARY 19, 2009

Much of what I have found effective is counter-intuitive, because it requires investing more effort in each hire - all in the name of efficiency. If you hire a smart, competent person, they will inevitably find ways to be productive and keep busy. This is another sub-optimization caused by incentivizing the wrong metric. Expo SF (May.

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Transformify

DECEMBER 20, 2017

They check the name of the brand and the role title, and then, either abandon the job ad or scroll right to the end. 90% of the applicants checked the brand name for a second, searched for the offer for 3 seconds, and if not found instantly, scrolled to the end, or abandoned the job ad. Can you see that? Unmatched expectations.

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ConversionXL

OCTOBER 14, 2021

Brand momentum can be calculated similarly to physical momentum (mass x velocity): Brand momentum = brand mass (your company’s size, reputation, and relevance) x brand velocity (speed of growth, agility in keeping up with industry changes). From the moment the world turned to remote work, Zoom’s name was everywhere. Take Tesla.

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Startup Lessons Learned

FEBRUARY 7, 2010

If youre a startup investor, and you support the goals of the Startup Visa proposal, wed like you lend your name to our efforts. If youre a startup investor, and you support the goals of the Startup Visa proposal, wed like you lend your name to our efforts. You can read about the latest iteration of the proposal at StartupVisa.com.

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San Francisco DC Startup Lean 118

Startup Lessons Learned

DECEMBER 16, 2009

For those whove heard it, it contains a length discourse on the subject of agile software development and extreme programming, including its weaknesses when applied to startups. As Im pontificating about agile, I see the name Kent Beck in my peripheral vision. Eric Names matter. There is a dark side to naming.

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Lean San Francisco Continuous Deployment Startup 140

Startup Lessons Learned

JUNE 22, 2009

Each has its own iterative process: customer development and agile development respectively. As Steve writes in the Four Steps to the Epiphany , we always seek to find a market for the product as currently specified , not conduct a focus group to tell us what the spec should be.

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Startup Lessons Learned

SEPTEMBER 27, 2010

One of the sayings I hear from talented managers in product development is, “good enough never is.&# This is precisely the dilemma that the doctrine of minimum viable product is designed to solve. Almost everything we know today about how to build quality products in traditional management has its origins with W.

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San Francisco Lean Continuous Deployment Software Review 167

The Next Web

JANUARY 24, 2014

Let me drop a few names and you will get the picture: Adyen, Booking.com (acquired by Priceline), Distimo, Mendix, Shapeways, Spilgames, Takeaway.com, TravelBird, WeTransfer and Qandidate. The first thing any American notices when coming to Amsterdam is that unlike Germany and France, everyone speaks English. Serious talent.

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Startup Lessons Learned

FEBRUARY 11, 2009

The same is true of brand-name products in almost every category (and it can be measured ). Beyond their brand, I want to argue that every product contains both tangible and intangible sources of value, and that everything you buy has at least some "virtual goods" component.

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San Francisco Continuous Deployment Lean DC 102

Startup Lessons Learned

FEBRUARY 10, 2009

This also literally can’t catch every problem, because your test sandboxes or test clusters will never be exactly like the production system. But I will tell you not to have too little or too much, because those definitely ruin the food or product. Heck, thats what it says right there in the agile manifesto. But it worked.

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Continuous Deployment San Francisco Software Review Lean 123

Startup Lessons Learned

MARCH 13, 2009

Announce a new product, start its PR campaign, and engage in buzz marketing activities. Marketing launch) Make a new product available to customers in the general public. Product launch) In todays world, there is no reason you have to do these two things at the same time. Establish credibility with potential partners.

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San Francisco PR Lean Early Stage 168

Startup Lessons Learned

JULY 9, 2009

All the good domain names were taken, all the good ideas were being implemented. If Id bought just a handful of the "best of the rest" domain names that were available at the time (for a whopping $70 each), I probably could have just retired right then. Ultimately your product must be useful. I really appreciate this post.

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Startup Lessons Learned

OCTOBER 7, 2008

Take a look at The App Store after the gold rush - FierceDeveloper : According to a recent BusinessWeek feature , the flood of new games, productivity tools and related iPhone software is making it difficult for the vast majority of apps to crack the consumer consciousness. Dont do PR upfront, dont put out a press release. Expo SF (May.

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Startup Lessons Learned

JULY 31, 2009

They may not have an open req for a specific job, but if the right amazing person walks in the door, they will always find something productive for them to do. lets you post a description of a job without having to reveal the name of the company who is offering it, or the contact information of the hiring manager. Expo SF (May.

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San Francisco Lean Startup Continuous Deployment 68

Startup Lessons Learned

AUGUST 1, 2009

He doesnt put out crappy, buggy products and then ask for feedback. My normal answer is that I dont really think thats how Apple products are built. Thats what so many techniques that I advocate are all about: customer validation , minimum viable product , vision pivots , and even throwing away working code. It just wasnt great.

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San Francisco Lean Continuous Deployment DC 166

Startup Lessons Learned

JULY 2, 2009

Five Why’s rarely works for general abstract problems like “our product is buggy&# or “our team moves too slow.&# Pay attention to whether people are comfortable “naming names&# in the meeting. Labels: five whys root cause analysis , product development 15comments: Anonymoussaid.

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San Francisco Lean Technical Review Software Review 164

Startup Lessons Learned

OCTOBER 11, 2009

Lessons Learned by Eric Ries Sunday, October 11, 2009 Innovation inside the box I was recently privy to a product prioritization meeting in a relatively large company. The team spent an hour trying to decide on a new pricing strategy for their main product line. It was fascinating. The whole process had taken. What a waste.

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San Francisco Lean Metrics Continuous Deployment 133

Startup Lessons Learned

SEPTEMBER 18, 2008

Many of them have really cool products shipping or about to be released, and I wholeheartedly agree with my friends at the iFund that the next generation of applications is going to be amazing. All I see is a name, an icon, a price, the developers name, and a review star-rating. Ive also been playing around with the App Store.

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Distribution San Francisco Lean Continuous Deployment 74

Startup Lessons Learned

MARCH 24, 2009

These decisions are critical to the success of any high-engagement product, and they take place entirely inside the minds of customers. Its the ultimate high-engagement product. Your product has become part of a customers daily ritual, like Facebook has for a lot of people. Impressive. And yet, WoW never sends me emails.

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Metrics San Francisco Lean Viral 88

Startup Lessons Learned

SEPTEMBER 13, 2008

Lessons Learned by Eric Ries Saturday, September 13, 2008 SEM on five dollars a day How do you build a new product with constant customer feedback while simultaneously staying under the radar? In a mature company with a mature product, the goal is to pay for lots of people to come to your website. SEM is a simple idea. chatted once?

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SEM San Francisco Lean Continuous Deployment 164

Startup Lessons Learned

SEPTEMBER 22, 2008

We had all the tools in place but we didn’t actually practice agile development. No fancy tools needed here — it’s about the mentality, attention to detail, and the actions that foster agile development, not the tools & systems you set up in place to facilitate this. 1 comments: Josh Moore said. Expo SF (May.

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Startup Lessons Learned

FEBRUARY 22, 2010

Now, whenever I screen resumes, I ask the recruiter to black out any demographic information from the resume itself: name, age, gender, country of origin. The work product is a more realistic test, although it requires much more work on the part of the candidate. For more on this subject, take a look at The product managers lament.

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Startup Lessons Learned

DECEMBER 14, 2009

A great product enables customers, developers, partners, and even competitors to exchange their unique currencies in combinations that lead to financial success for the company that organizes them. Let’s look at some examples: In a traditional business, customers pay money for a physical artifact (a product) or a service.

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Customer San Francisco Viral Lean 156

Startup Lessons Learned

APRIL 7, 2010

In fact, the curse of product development is that sometimes small things make a huge difference and sometimes huge things make no difference. I’m sure other disciplines have their own names for it; even protozoans exhibit this behavior (its called taxis ). So let’s measure the percentage of customers who try the product.

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San Francisco Lean Metrics Design 154