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

For a report to be considered actionable, it must demonstrate clear cause and effect. Otherwise, it is a vanity metric. The reports that Grockit’s team began to use to judge their learning milestones made it extremely clear what actions would be necessary to replicate the results.

Si no solucionas problemas, nunca vas a adquirir la capacidad necesaria para hacer realidad esa gran visión». Y la manera de resolver problemas es descubrirlos sobre la marcha y luego pivotar para afrontarlos.

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.