The lean startup book summary

Most startups fail.  But many of these failures are preventable.  Lean startups are a new approach that is being adopted around the world, similar to the way companies create and launch new products.

 Eric Reese defines a startups as an organization dedicated to creating something new in situations of extreme uncertainty.  This is especially true for someone in a garage or a group of experienced professionals in a Fortune 500 list.  They have a mission to overcome the fog of uncertainty in order to find a successful business venture.

 The Lean Startup approach encourages companies that are more capital efficient and that use human creativity more effectively.  It relies on "proven training", rapid scientific experiments, as well as a number of counter-experimental exercises that shorten product development cycles without actually building a vanity matrix.  Measure, and learn what they really want.  This enables a company to agilely change directions, changing plans from inches to minutes.

 Instead of wasting time creating detailed business plans, Lean provides start-up entrepreneurs - in companies of all sizes - to constantly test, optimize, and adjust their vision before it's too late.  Rees offers a scientific approach to building and managing successful startups in an age when companies need more innovation than ever before.

Developed ANV MVP

 A key element of the lean startup approach is the build-size-learning response loop.  The first step is to solve the problem and identify the need to develop a minimally viable product (MVP) to start the learning process as soon as possible.  Once MVP is installed, a startup can work on engine tuning.  It should include measurement and learning-related and flexible metrics that can reflect cause and effect questions.

 The startup will also use a search method known as "Five Whiskers".  Thus using the common questions to study and solve problems.  When this process of measurement and learning is done properly, it will be clear whether an organization is transferring drivers to either business model.  If not, it indicates that it is time to improve the structural course to test a new basic assumption about the product, strategy and engine of development.

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