Remove 2000 Remove Distribution Remove Product Remove Product Development
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Is the Lean Startup Dead?

Steve Blank

Reading the NY Times article “ Jeffrey Katzenberg Raises $1 Billion for Short-Form Video Venture, ” I realized it was time for a new startup heuristic: the amount of customer discovery and product-market fit you need to find is inversely proportional to the amount and availability of risk capital. ” Fire, Ready, Aim. And it may work.

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Why Build, Measure, Learn – isn’t just throwing things against the wall to see if they work

Steve Blank

I am always surprised when critics complain that the Lean Startup’s Build, Measure, Learn approach is nothing more than “throwing incomplete products out of the building to see if they work.”. Waterfall Development. Waterfall Development was all about execution of the requirements document. Here’s how. Microsoft Windows 3.0).

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How to Hack Growth When Growth Stalls

ConversionXL

One of the greatest threats to long-term success is when companies aren’t vigilant enough about responding to the changes in their market—whether it’s by failing to spot product or channel fatigue, acknowledge new competition, make needed updates to products or marketing adjustments in a timely fashion, or embrace new technology coming online.

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There’s more to generative AI than picks and shovels

VC Cafe

There’s a question on whether all this GPU hogging, and building capacity is not just a bubble waiting to pop, similar to the Telecom crash in the early 2000’s. Seth Rosenberg at Graylock published ‘ Product Led AI’ – pointing to opportunities for founders building AI-first companies.

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Lessons Learned: A new version of the Joel Test (draft)

Startup Lessons Learned

I am convinced one of Joel Spolskys lasting contributions to the field of managing software teams will turn out to be the Joel Test , a checklist of 12 essential practices that you could use to rate the effectiveness of a software product development team. He wrote it in 2000, and as far as I know has never updated it.

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Scaling is Hard, Case Study: Akamai

Seeing Both Sides

But once the company has honed in on a strong value proposition and found initial product-market fit, what is the best approach to scaling it? With over $1 billion in revenue, 2000 employees and a market capitalization of over $6 billion, Akamai has become a role model for scalable start-ups. After all, scaling is hard. Really hard.

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Running Your Business By Instinct Is Not Recommended

Startup Professionals Musings

One of the biggest in this decade was the merger of America Online (AOL) with Time Warner, engineered in the early 2000’s by Time Warner CEO Gerald Levin and AOL CEO Steve Case for a whopping $164 billion. They all forget or ignore the high-profile failures that have resulted from some single-handed business decisions.

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