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Use agile budgeting to manage your cash

David Teten

So here’s the solution I have recommended to some of my portfolio companies: “ agile budgeting ”, i.e., monitoring a few key variables while giving managers significant flexibility. Entrepreneur Jeff Magnusson provides a sample agile budgeting workbook. Regardless of whether you take a traditional or agile budgeting approach, Robert A.

Agile 60
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Lessons Learned: Stevey's Blog Rants: Good Agile, Bad Agile

Startup Lessons Learned

Lessons Learned by Eric Ries Thursday, November 6, 2008 Steveys Blog Rants: Good Agile, Bad Agile I thought Id share an interesting post from someone with a decidedly anti-agile point of view. Steveys Blog Rants: Good Agile, Bad Agile : "Google is an exceptionally disciplined company, from a software-engineering perspective.

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Why Your Startup Needs to Track and Manage User Feedback

The Startup Magazine

Net Promoter Score and Profile Satisfaction. Today’s world presents us with other options that were not available in the past, one of which is the Net Promoter Score. Agility, Adaptiveness, and Responsiveness. However, there is no better source than the actual customer using the product in the present. Let’s dive deeper.

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How to Keep Your Job As Your Company Grows

Steve Blank

During the first year of the company’s life, I was a fireball – relentless in creating and pursuing opportunities – getting on an airplane at the drop of a hat to fly anywhere, anytime, to get a design win. Our chip was nearing completion, and I had convinced early lighthouse customers to design it into their computers.

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Revisiting the Software Design Manifesto (and what's changed since.

Startup Lessons Learned

Lessons Learned by Eric Ries Saturday, August 8, 2009 Revisiting the Software Design Manifesto (and whats changed since then) My recent article on technical debt and its positive uses generated a fair bit of controversy. The argument itself got me thinking a lot about design and its role in building products.

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Why Companies are Not Startups

Steve Blank

These groups are adapting or adopting the practices of startups and accelerators – disruption and innovation rather than direct competition, customer development versus more product features, agility and speed versus lowest cost. For most companies it feels like innovation can only happen by exception and heroic efforts, not by design.

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ESADE Business School Commencement Speech

Steve Blank

Metrics like Return on Net Assets, Return on Capital and Internal Rate of Return are the guiding stars of the board and CEO. Unfortunately as we’ve learned from recent experience, using Return on Net Assets and IRR as proxies for efficiency and execution won’t save a company when their industry encounters creative disruption.