Lean Silicon Valley Startup Vertical 
Steve Blank
APRIL 27, 2009
—————- The next piece of the Secret History of Silicon Valley puzzle came together when Tom Byers , Tina Selig and Mark Leslie invited me to teach entrepreneurship in the Stanford Technology Ventures Program ( STVP ) in Stanford’s School of Engineering.
Steve Blank
AUGUST 17, 2009
In some cases, branches of the military contracted directly with Stanford which worked with local contractors in Silicon Valley to build these components or systems for the military. The prototype ELINT receivers built by the Applied Electronics Lab used the Stanford Traveling Wave Tubes.
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Steve Blank
MAY 28, 2009
Steve,&# he said, “you’re missing the most interesting part of vertical markets. Customer/Market Risk Versus Invention Risk One day I was having lunch with a VC sharing what I learned from my students. We’ll talk about how to reduce risk in each type of market in the next post.
Steve Blank
SEPTEMBER 7, 2009
This post describes how following the traditional product development can lead to a “startup death spiral.&# In the next posts that follow, I’ll describe how this model’s failures led to the Customer Development Model – offering a new way to approach startup sales and marketing activities.
Steve Blank
OCTOBER 19, 2009
Other advisors provided marketing with industry-specific advice in our initial vertical markets (computational fluid dynamics, computational chemistry, finite element analysis, and petroleum engineering). Some of these advisors from the academic community would work with our of VP of Engineering and help us solve specific technical problems.
Steve Blank
DECEMBER 7, 2009
Posted on December 7, 2009 by steveblank In my 21 years of startups, I had my ideas “stolen” twice. I was out and about in Silicon Valley doing what I would now call Customer Discovery trying to understand how marketing departments in large corporations worked. See part one for the first time it happened.
Steve Blank
APRIL 10, 2009
And he recognized it was making his startup feel and act like a big ponderous company. Most decisions in a startup must be made in the face of uncertainty. One of the things he mentioned was that when it came to decision-making he still tended to think and act like an engineer. The same is true in your company.
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