Before new products can be sold successfully to the mass market, they have to be sold to early adopters. These people are a special breed of customer… - Eric Ries

Em diversas jurisdições, espanta a quantidade de passos requeridos para constituir uma nova empresa: licenças comerciais, registros de empregos, cobrança de impostos, treinamento obrigatório etc. Além do custo do cumprimento dessas normas, há o ônus psicológico de: 1) ter de aprender quais são todas elas; e 2) se preocupar com a possibilidade de ter deixado escapar uma delas e ser responsabilizado por isso. Na maioria dos lugares, a ignorância sobre as leis não é uma defesa válida, mas as leis atuais se tornaram tão abstratas e complexas que o pleno conhecimento delas é um trabalho de tempo integral

Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop.

A few years ago, a team that sells products to large media companies invited me to help them as a consultant because they were concerned that their engineers were not working hard enough. However, the fault was not in the engineers; it was in the process the whole company was using to make decisions. They had customers but did not know them very well. They were deluged with feature requests from customers, the internal sales team, and the business leadership. Every new insight became an emergency that had to be addressed immediately. As a result, long-term projects were hampered by constant interruptions. Even worse, the team had no clear sense of whether any of the changes they were making mattered to customers. Despite the constant tuning and tweaking, the business results were consistently mediocre.