No hay notas en la diapositiva. A Startup Enxuta 1. Eric revela um processo rigoroso para o seu desenvolvimento. Absorvemos esse processo de trabalho em minha empresa E funciona! Em , tornou-se empreende- dor residente na Harvard Business School.

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I was disappointed. It could be that I did not read it well or too fast, but I was expecting much more. But instead of saying what I did not like, let me begin with the good points. Just like the previous three authors, Ries shows that innovation may be totally counterintuitive: "My cofounders and I are determined to make new mistakes.

We do everything wrong. We build a minimum viable product, an early product that is terrible, full of bugs and crash-your-computer-yes-really stability problems. And we charge money for it. After securing initial customers, we change the product constantly. This is he Build-Measure-Learn process. He goes on by explaining why start-ups fail: 1- The first problem is the allure of a good plan.

Startups have neither. This does not work either. A startup must be managed". The main and most convincing lesson from Ries is that because start-ups face a lot of uncertainty, they should test, experiment, learn from the right or wrong hypotheses as early and as often as possible. They should use actionable metrics, split-test experiments, innovation accounting. He is also a big fan of Toyota lean manufacturing. For the iPod, the Sony Walkman was an Analog "people listen to music in a public place using earphones" and Napster was an Antilog "although people were willing to download music, they were not willing to pay for it".

More on Techcrunch [page 97]. He adds that MVP does not go without risks, including legal issues, competition, branding and morale of the team.

He has a good point about intellectual property [page ]: "In my opinion, [ There is probably the feeling Ries gives that his method is a science. There is no way to remove the human element - vision, intuition, judgment - from the practice of entrepreneurship, nor that would be desirable". Art or science? Ries explains on page that pivot requires courage. Acknowledging failure can lead to dangerously low morale. Ries describes a systematic method, I am not sure it is a science, not even a process.

Indeed, in his concluding chapter, as if he wanted to mitigate his previous arguments, he tends to agree: "the real goal of innovation: to learn that which is currently unknown" [page ].

We cannot afford to have our success breed a new pseudoscience around pivots, MVPs, and the like" [page ]. This in no way diminishes the traditional entrepreneurial virtues; the primacy of vision, the willingness to take bold risks, and the courage required in the face of overwhelming odds" [page ]. Let me mention here a video from Komisar. I am less convinced than them about the necessity to read this book. I have now more questions than answers, but this may be a good sign!

I have been more frustrated than enlightened by the anecdotes he gives or his use of the Toyota strategy. In na interview given to the Stanford Venture Technology program, Komisar talks about how to teach entrepreneurship. Listen to him!

To be fair, Eric Ries is helping a lot the entrepreneurship movement. I just discovered a new set of videos he is a part of, thanks to SpinkleLab. Fred Destin had also a great post on his blog about the Lean Startup and you should probably read it too to build your own opinion.

Lean is hard and generally good for you. So founders get screwed and everyone ends up with a bad taste in their mouth. Entrepreneurship itself is more of a genetic phenomenon. Others dream things that never were and ask why not. Where I think we have gone wrong is the belief that anyone can use these tools equally well. When page-layout programs came out with the Macintosh in , everyone thought it was going to be the end of graphic artists and designers.

Users quickly learned how hard it was do design well and again hired professionals. The same thing happened with the first bit-mapped word processors. Instead we ended up with poorly written documents that looked like ransom notes. Not everyone who uses composition tools can actually write music that anyone wants to listen to. It may be we can increase the number of founders and entrepreneurial employees, with better tools, more money, and greater education.

Not everyone is an artist, after all.


A Startup Enxuta



A Startup Enxuta – Eric Ries






A Startup Enxuta


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