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.
Startup Lessons Learned
MARCH 16, 2009
Lessons Learned by Eric Ries Monday, March 16, 2009 Combining agile development with customer development Today I read an excellent blog post that I just had to share. The breakthrough idea of agile is that software should be built iteratively, with the pieces that customers value most created first. Enter Jims post.
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Startup Lessons Learned
APRIL 14, 2009
Lessons Learned by Eric Ries Tuesday, April 14, 2009 Validated learning about customers Would you rather have $30,000 or $1 million in revenues for your startup? This may sound crazy, coming as it does from an advocate of c harging customers for your product from day one. They are gaining valuable customer data.
Startup Lessons Learned
FEBRUARY 9, 2009
The Lean Startup is a practical approach for creating and managing a new breed of company that excels in low-cost experimentation, rapid iteration, and true customer insight. If youre interested in being part of my "customer advisory board" for this presentation, please get in touch. Case Study: Continuous deployment makes releases n.
Startup Lessons Learned
MARCH 29, 2010
Each part of the program is organized around one phase of the Build-Measure-Learn feedback loop and begins with a keynote address from a heavy hitter: Steve Blank on Customer Development, Randy Komisar on "Getting to Plan B" and - a third person, not-yet-announced-but-extremely-cool-trust-me. Were in pursuit of the truth, not orthodoxy.
Startup Lessons Learned
APRIL 29, 2013
What if your company is concerned that emerging customer pressure and local laws will make disposable razors difficult, if not impossible, to sell in the U.S. If so, will customers be interested in the new ideas and able to incorporate those products into their daily routines? in ten years? Now you may be facing several kinds of risk.
Startup Lessons Learned
JUNE 5, 2009
That’s because the model is based on assumptions about customers that are totally unproven. If we already knew who the customer was, how they would behave, how much they would pay, and how to reach them, this wouldn’t be a disruptive innovation. The solution is to change our focus from outputs to inputs. If it costs $0.10
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