Startup Lessons Learned
DECEMBER 23, 2009
Lessons Learned by Eric Ries Wednesday, December 23, 2009 Why vanity metrics are dangerous In a previous post, I defined two kinds of metrics: vanity metrics and actionable metrics. In this post, Id like to talk about the perils of vanity metrics. My personal favorite vanity metrics is "hits."
Startup Lessons Learned
NOVEMBER 14, 2013
For instance, Brant Cooper will lead you through applying Lean Startup in HR, IT and finance teams. We asked him a few questions to learn about continuous delivery, why it’s useful, and what engineers and management need to do to implement it. Thus we reduce the risk of deployments. How do you address that?
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Startup Lessons Learned
MAY 7, 2009
I spent some time with his company before the conference and discussed ways to get started with continuous deployment , including my experience introducing it at IMVU. Moreover, approaching the problem from the direction that I had intuitively is a recipe for never reaching a point where continuous deployment is feasible.
Startup Lessons Learned
APRIL 14, 2009
Every board meeting, the metrics of success change. Time-to-complete-a-sale is not a bad metric for validated learning at this stage. but few step back and really examine the underlying assumptions of startup finance. Thank you for your simple, insightful explanation of why that is the wrong metric to use.
Startup Lessons Learned
JANUARY 28, 2009
My most important lesson in refactoring is that small changes, if applied continuously and with discipline, actually add up to huge improvements. Compounding is not a process that most people find intuitive, and thats as true in engineering as it is in finance, so it requires a lot of encouragement in the early days to stay the course.
Startup Lessons Learned
APRIL 26, 2009
Lessons Learned by Eric Ries Sunday, April 26, 2009 Product development leverage Leverage has once again become a dirty word in the world of finance, and rightly so. 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
OCTOBER 20, 2008
Cost and time are effectively absolutes (The Caretaker's high finance schenanigans and 20th century Physics aside). Case Study: Continuous deployment makes releases n. Towards a new entrepreneurship ► 2009 (88) ► December (4) Continuous deployment for mission-critical applica.
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