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Lead and Disrupt

Steve Blank

The idea of exploitation versus exploration was central in my own work in building the lean methodology for start-ups. The key was the realization that start-ups are not simply smaller versions of large companies, which execute/ exploit known business models, and whose customers, problems, and necessary product features are all “knowns.”

Incubator 414
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Lessons Learned: Lean hiring tips

Startup Lessons Learned

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. Fundamentally, lean startups do more with less, because they systematically find and eliminate waste that slows down value creation. Another terrific post, Eric.

Lean 140
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Ardent 1: Supercomputers Get Personal

Steve Blank

My ex-boss was going to be the VP of Engineering and I would report to the CEO whose marketing acumen and sales instincts seemed at the time to be telepathic and sense of theater was legend. Our vision was that just as the PC was revolutionizing the business market, we were going to do the same for scientists and engineers.

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Ask and It Shall be Given « Steve Blank

Steve Blank

And I understood engineering since I interacted with them almost daily. I also knew our customers. And finally, I had a great working relationship with our engineers who designed the chips. I’ve built my company using the Customer Development Model from Day One. In reality it would be another 20 years.)

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John Doerr's 10 lean startup tips

Startup Lessons Learned

Lessons Learned by Eric Ries Thursday, October 30, 2008 John Doerrs 10 lean startup tips I just saw video of John Doerrs talk yesterday at VentureBeat’s “How to manage your start-up in the downturn&# roundtable event. Everyone from the receptionist to engineers is selling. Voluntary salary reduction program.

Lean 121
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Finding Technical Cofounders Is Hard

rob.by

He argued that software engineers don’t finish what they start, and that you’re better off paying a technical person than partnering with one. He picked engineers who were technically-driven but not entrepreneurially-driven. He picked engineers who weren’t comfortable taking risks as great as he wanted to take.

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The Story Behind the Secret History Part II. Getting B-52s through.

Steve Blank

Think of a plane the length of a 767 airliner (but with 30 foot longer wings and 8 engines rather than 2) whose only mission was to FedEx 70,000 pounds of nuclear weapons to the Soviet Union. Sure the rest of the stories diverge though… can’t really imagine a Soviet counterpart to the Customer Development method.