Lean Startup Chapter 12

Here is the Last Chapter of Lean Startup!

First a recap on vanity metrics

an overly long cycle time

the use of large batch sizes

an unclear growth hypothesis

a weak experimental design

a lack of team ownership

With these there is very little learning

The innovation sandbox

The sandbox also promotes rapid iteration. When people have a chance to see a project through from start to end, they benefit from the power of feedback.

By making the batch size small, the sandbox method allows teams to make cheap mistakes quickly and start learning.  Small initial experiments can demonstrate that a team has a viable new business that can be integrated back into the parent company.

Ries talk about how entrepreneurship should be considered a career path for innovators inside large organizations. Managers who can lead teams by using the Lean Startup methodology should not have to leave the company to reap the rewards of their skills.  Instead, “they should have a business card that says simply "Entrepreneur" under the

name.”

Questioning the Lean Startup

“Those who look to adopt the Lean Startup as a defined set of steps or tactics will not succeed. I had to learn this the hard way.” It is true that if we try a new way of working, people will blame the new system for the problems that arise  “You have to be able to predict the outcome of the changes you make to tell if the problems that result are really problems.”