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Why Startups are Agile and Opportunistic – Pivoting the Business Model

Steve Blank

Whether they’re using a formal process to search for a business model like Customer Development or just trial and error, startup founders are intuitively goal-seeking to optimize their business model. The Customer Development model that I write and teach about is the entrepreneur’s version of Boyds’ OODA loop.).

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The Customer Development Manifesto: The Startup Death Spiral (part.

Steve Blank

Finally, I’ll write about how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agile development. Part 4 of the Customer Development Manifesto to follow.

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“Speed and Tempo” – Fearless Decision Making for Startups « Steve.

Steve Blank

Customer Development ) to help you quickly recognize and reverse any incorrect decisions. That’s why startups are agile. Startups that are agile have mastered one other trick – and that’s Tempo – the ability to make quick decisions consistently over extended periods of time.

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Lessons Learned: The lean startup

Startup Lessons Learned

But by taking advantage of open source, agile software, and iterative development, lean startups can operate with much less waste. I am heavily indebted to earlier theorists, and highly recommend the books Lean Thinking and Lean Software Development. Labels: customer development , lean startup 8comments: Amy said.

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Tesla and Adobe: Why Continuous Deployment May Mean Continuous Customer Disappointment

Steve Blank

In the last few years Agile and “Continuous Deployment” has replaced Waterfall and transformed how companies big and small build products. Agile is a tremendous advance in reducing time, money and wasted product development effort – and in having products better match customer needs.

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Customer Development Manifesto: Market Type (part 4) « Steve Blank

Steve Blank

In future posts I’ll describe how Eric Ries and the Lean Startup concept provided the equivalent model for product development activities inside the building and neatly integrates customer and agile development. End result? After twelve months Handspring’s revenue was $170 million.

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Search versus Execute

Steve Blank

One of the confusing things to entrepreneurs, investors and educators is the relationship between customer development and business model design and business planning and execution. When does a new venture focus on customer development and business models ? And when do business planning and execution come into play?

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