Eric Ries Quotes

For a report to be considered actionable, it must demonstrate clear cause and effect. Otherwise, it is a vanity metric.

The critical first question for any lean transformation is: which activities create value and which are a form of waste? Once you understand this distinction, you can begin using lean techniques to drive out waste and increase the efficiency of the value-creating activities.

Pero las startups tienen la ventaja de ser oscuras, tener un número de clientes patéticamente pequeño y no ser demasiado conocidas. Más que lamentarse por ello, estas ventajas pueden usarse para experimentar sin ser detectadas y entonces hacer un lanzamiento público cuando el producto ya ha sido probado con clientes reales.[24]

This is an important rule: a good design is one that changes customer behavior for the better.

We often frame internal innovation challenges by asking, How can we protect the internal startup from the parent organization? I would like to reframe and reverse the question: How can we protect the parent organization from the startup? In my experience, people defend themselves when they feel threatened, and no innovation can flourish if defensiveness is given free rein. In fact, this is why the common suggestion to hide the innovation team is misguided.

The question is not “Can this product be built?” In the modern economy, almost any product that can be imagined can be built. The more pertinent questions are “Should this product be built?” and “Can we build a sustainable business around this set of products and services?” To

No es suficiente con pedir a los traabajadores que se esfuercen más. Nuestros problemas actuales están provocados por esforzarnos demasiado en las cosas equivocadas

Every extra feature is a form of waste, and if we delay the test for these extra features, it comes with a tremendous potential cost in terms of learning and cycle time.

We must avoid the caricature that science means formula or a lack of humanity in work. In fact, science is one of humanity’s most creative pursuits. I believe that applying it to entrepreneurship will unlock a vast storehouse of human potential.

Although we write the feedback loop as Build-Measure-Learn because the activities happen in that order, our planning really works in the reverse order: we figure out what we need to learn, use innovation accounting to figure out what we need to measure to know if we are gaining validated learning, and then figure out what product we need to build to run that experiment and get that measurement.

Getting a startup’s engine of growth up and running is hard enough, but the truth is that every engine of growth eventually runs out of gas. Every engine is tied to a given set of customers and their related habits, preferences, advertising channels, and interconnections. At some point, that set of customers will be exhausted.

In the twenty-first century, we face a new set of problems that Taylor could not have imagined. Our productive capacity greatly exceeds our ability to know what to build.

Si un competidor puede ser más competitivo que una startup cuando se conoce la idea, entonces la startup está condenada.

I was finally ready to turn to the last resort: talking to customers.

Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.