Startup Lessons Learned

JANUARY 19, 2009

Lessons Learned by Eric Ries Monday, January 19, 2009 Lean hiring tips In preparing for the strategy series panel this week, I have been doing some thinking about costs. And all of that cost was caused by one activity: hiring. Hiring is no different from any other company process. Sounds a little abstract, though, doesnt it?

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Startup Lessons Learned

FEBRUARY 11, 2009

Lessons Learned by Eric Ries Wednesday, February 11, 2009 The free software hiring advantage This is one of those startup tips Im a little reluctant to share, because its been such a powerful source of competitive advantage in the companies Ive worked with. This approach gives you an edge in hiring. Instead, engage with the project.

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Software Review Software Hiring San Francisco 68

A Smart Bear: Startups and Marketing for Geeks

JULY 2, 2013

Another thing they have in common: I find most high-tech startup founders are software engineers enamored with the idea of waking late, sidling up to a coffeeshop table, pecking away at an IDE, getting into the zone for hours at a stretch, and doing what they love – coding something of their own invention. There is no easy road.

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Startup Lessons Learned

SEPTEMBER 22, 2008

Master of 500 Hats: Startup Metrics for Pirates (SeedCamp 2008, London) This presentation should be required reading for anyone creating a startup with an online service component. He also has a discussion of how your choice of business model determines which of these metric areas you want to focus on. Choose one.

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Startup Lessons Learned

MARCH 24, 2009

Lessons Learned by Eric Ries Tuesday, March 24, 2009 The metrics and levers of engagement, presentation on Engagement Loops for Facebook Developer Garage SF Ill be presenting a talk at the Facebook Developer Garage SF Wednesday evening. What good are these metrics if they dont help guide product or business decisions?

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Metrics San Francisco Lean Viral 88

ConversionXL

MARCH 4, 2020

Don’t choose metrics that are similar but not the same. Otherwise, it’s easy to turn a small discrepancy into a massive issue—one that torches year-over-year data comparisons and just about all of your quarterly (even annual) metrics. Every tool has its own methods for various metrics. Why does it happen? Image source ).

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Analytics IP Metrics Conversion 88

Steve Blank

APRIL 2, 2009

Metrics – Mine is Bigger Than Yours The first thing SuperMac needed to do was to change how our potential color desktop publishing customers viewed our products versus our competitors’ products. As hokey as it is, when confronted with uncertainty or unknowns, human beings like to be reassured by comparative metrics.

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Silicon Valley Technical Review RSS Software Review 124

Feld Thoughts

NOVEMBER 18, 2013

They close on the $750k, hire a buddy or two, buy some Macs, and get to work. Things start to get a little fuzzy in terms of priorities, but not to fret, the new office is coming along really well with all of the hiring! Early customer development talks are going great which keeps the team really excited.

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Steve Blank

APRIL 9, 2009

Five Easy Pieces – The Marketing Mission After a few months of talking to customers , talking to our channel and working with sales we defined the marketing Mission (our job) was to: Help Sales deliver $25 million in sales with a 45% gross margin. We hired union laborers to do that. Two paragraphs, Five bullets.

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Startup Lessons Learned

NOVEMBER 29, 2008

Lessons Learned by Eric Ries Saturday, November 29, 2008 The ABCDEFs of conducting a technical interview I am incredibly proud of the people I have hired over the course of my career. Finding great engineers is hard; figuring out whos good is even harder. This second objective plays no small part in allowing you to hire the best.

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Startup Lessons Learned

SEPTEMBER 15, 2008

The application of agile development methodologies which dramatically reduce waste and unlock creativity in product development. See Customer Development Engineering for my first stab at articulating the theory involved) Ferocious customer-centric rapid iteration, as exemplified by the Customer Development process.

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Startup Lessons Learned

JANUARY 30, 2009

Hire the absolute best and the brightest, true experts in their fields, who in turn can hire the smartest people possible to staff their departments. Here are a few: We know what customers want. After years of engineering effort, changing these assumptions was incredibly hard. We can accurately predict the future.

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Startup Lessons Learned

JUNE 17, 2010

The team hired only the best and the brightest. I was an engineer on the engineering team. For one, the engineers consider the artists stupid; the artists consider the engineers arrogant. Meanwhile the drawbacks of functional departments can cause real and lasting harm. The meeting was tense.

Technical Review 164

Technical Review San Francisco Lean Software Review 164

Startup Lessons Learned

JUNE 22, 2009

Each has its own iterative process: customer development and agile development respectively. As the CTO/VP Engineering, I was the worst offender. Leading up to a pivot, each cycle, despite our best efforts, the metrics werent good enough. I was stuck between a rock and a hard place. Context matters.

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San Francisco Lean Continuous Deployment Agile 167

Startup Lessons Learned

APRIL 9, 2009

Thats the essence of so many of the lean startup techniques Ive evangelized: customer development , the Ideas/Code/Data feedback loop , and the adaptation of agile development to the startup experience. No engineering team. dalelarson : "Metrics are people, too." Metrics are a key questions startups face.

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San Francisco Continuous Deployment Lean Agile 132

Steve Blank

MAY 14, 2012

The excerpts, which appeared first at Inc.com , highlight the Customer Development process, best practices, tips and instructions contained in our book. These founders specify, design, and build a fully featured product using classic product development methods without ever leaving their building. Focusing on the launch date.

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Startup Lessons Learned

APRIL 4, 2010

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Startup Visa update ► February (5) Kiwi lean startup + Australia next Why diversity matters (the meritocracy business) Beware of Vanity Metrics (for Harvard Business Rev. Startup Lessons Learned - the Conference (April 23.

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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? Trying to answer that question at IMVU led me to discover Google AdWords and the world of search engine marketing. SEM is a simple idea.

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SEM San Francisco Lean Continuous Deployment 164

Startup Lessons Learned

NOVEMBER 6, 2008

Steveys Blog Rants: Good Agile, Bad Agile : "Google is an exceptionally disciplined company, from a software-engineering perspective. They work hard to keep their house in order at all times, and there are strict rules and guidelines in place that prevent engineers and teams from doing things their own way.

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Agile San Francisco Software Review Continuous Deployment 76

Startup Lessons Learned

NOVEMBER 13, 2008

Its why, at my previous job, we were able to get a new engineer completely productive on their first day. Most engineers would ship code to production on their first day. Let me show you what this looked like after a few years of practicing five whys in the operations and engineering teams at IMVU.

Software Review 167

Software Review Technical Review San Francisco Continuous Deployment 167

Steve Blank

NOVEMBER 21, 2016

The students “get out of the building” and test their hypotheses in front of potential beneficiaries using the Customer Development methodology, all while building and updating their Minimal Viable Products. At the same time, it’s a chance to expose some career State Department employees to Silicon Valley thinking.

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Silicon Valley Washington United Kingdom Lean 120

Steve Blank

NOVEMBER 21, 2016

The students “get out of the building” and test their hypotheses in front of potential beneficiaries using the Customer Development methodology, all while building and updating their Minimal Viable Products. At the same time, it’s a chance to expose some career State Department employees to Silicon Valley thinking.

Silicon Valley 120

Silicon Valley Washington United Kingdom Lean 120

Startup Lessons Learned

SEPTEMBER 15, 2008

Focus on the output metrics of that part of the product, and you make the problem a lot more clear. I had the opportunity to pioneer this approach to funnel analysis at IMVU, where it became a core part of our customer development process. Labels: customer development , split-test 7comments: Editor said.

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San Francisco Lean Technical Review Continuous Deployment 166

Startup Lessons Learned

SEPTEMBER 30, 2008

So I initially gravitated to the CTO title, and not VP of Engineering. But since I spent a long time in a hybrid CTO/VP Engineering role, I still have this nagging question. I want to add one last idea, even though I recognize it is controversial, bordering on the boundary between the CTO and VP Engineering. Heres my take.

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CTO Fractional CTO CTO Hire Technical Review 168

Startup Lessons Learned

APRIL 7, 2010

At least, not in the traditional sense of trying to squeeze every tenth of a point out of a conversion metric or landing page. Instead, we try to accelerate with respect to validated learning about customers. When people (ok, engineers) who have been trained in this model enter most startups, they quickly get confused.

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San Francisco Lean Metrics Design 154

Startup Lessons Learned

JUNE 2, 2010

Two Ways to Hold Entrepreneurs Accountable Beware of Vanity Metrics For Startups, How Much Process Is Too Much? Two Ways to Hold Entrepreneurs Accountable Beware of Vanity Metrics For Startups, How Much Process Is Too Much? The Entrepreneur’s Guide to Customer Development ▼ June (3) What is a startup?

Technical Review 132

Technical Review San Francisco Lean Continuous Deployment 132

Startup Lessons Learned

AUGUST 3, 2009

In a lot of cases, this requires a lot of energy invested in talking to customers or metrics and analytics. The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? In fact, MVP is quite annoying, because it imposes extra overhead. Startup Lessons Learned - the Conference (April 23.

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San Francisco Product Lean Continuous Deployment 168

Startup Lessons Learned

MARCH 3, 2009

Now he really thought I was nuts, replying "from the recruiter who hired me, of course!" If youre hiring creative, resourceful and smart people (and you are screening for that , right?) When you think a certain feature will give a 50% boost to a given metric, and it only eeks out a 5% boost, you cant spin that as failure.

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Employee San Francisco Lean Software Review 146

Startup Lessons Learned

SEPTEMBER 2, 2008

The Entrepreneur’s Guide to Customer Development ► June (3) What is a startup? Startup Visa update ► February (5) Kiwi lean startup + Australia next Why diversity matters (the meritocracy business) Beware of Vanity Metrics (for Harvard Business Rev. Startup Lessons Learned - the Conference (April 23.

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Startup Lessons Learned

MARCH 25, 2010

Two Ways to Hold Entrepreneurs Accountable Beware of Vanity Metrics For Startups, How Much Process Is Too Much? Labels: product development Speed up or slow down? Two Ways to Hold Entrepreneurs Accountable Beware of Vanity Metrics For Startups, How Much Process Is Too Much? Startup Lessons Learned - the Conference (April 23.

Software Review 141

Software Review San Francisco Lean Continuous Deployment 141

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. The batch size is the unit at which work-products move between stages in a development process. Every time an engineer checks in code, they are batching up a certain amount of work.

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San Francisco Software Review Continuous Deployment Development Team Review 161

Startup Lessons Learned

AUGUST 1, 2009

Beyond Apple, we can find examples of the Steve Jobs character at Toyota, in the form of the Chief Engineer. There are some good anecdotes about Chief Engineers in the Toyota Product Development Book. Some of these reaffirm that they do indeed validate assumptions through interaction with customers. 1) RE: 'At Pixar.We

San Francisco 166

San Francisco Lean Continuous Deployment DC 166

Steve Blank

JULY 30, 2009

If that’s you, by all means hire a VP of Sales with a great rolodex and call on established mainstream companies – and ignore the rest of this post. Look for some “ skunk works &# project where the product developers are actively seeking alternatives to their own engineering organization.

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Startup Lessons Learned

FEBRUARY 8, 2010

Lessons Learned by Eric Ries Monday, February 8, 2010 Beware of Vanity Metrics (for Harvard Business Review) The next article in my series on entrepreneurship for Harvard Business Review is live today. Once again, we revisit the topic of Actionable metrics and their nemesis: Vanity metrics. Remember "metrics are people, too."

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Metrics San Francisco Lean Continuous Deployment 121

Startup Lessons Learned

FEBRUARY 28, 2009

I used to think that investments in metrics were a form of waste. Customers dont care if you have good metrics, only if you have a good product. The only reason we learned the art of metrics-based decision making at IMVU was out of necessity. that justify decisions already made. I think it was $350 the next, and so on.

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San Francisco Continuous Deployment Lean DC 98

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. I help lead the Engineering Leadership SIG at SDForum and wonder if you would be interested in speaking to our group about lean starups. hope to hear from you.

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Startup Lessons Learned

OCTOBER 11, 2009

No experiment can affect more than a specified number of customers (usually expressed as a % of total). Every experiment has to be evaluated based on a single standard report of 5-10 (no more) key metrics. The first few changes, like a price change, may not require a lot of engineering effort. It promotes rapid iteration.

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San Francisco Lean Metrics Continuous Deployment 133