SlideShare a Scribd company logo
1 of 39
The Lean Startup
           #leanstartup

           Austin Edition


             Eric Ries (@ericries)
http://StartupLessonsLearned.blogspot.com
Most Startups Fail
Most Startups Fail
Most Startups Fail
Most Startups Fail
• But it doesn’t have to be that way.
• We can do better.
• This talk is about how.
The Lean Startup and You
• Thinking of starting a new company, but
  haven’t taken the first step
• In a startup now and want to iterate faster
• Want to create the conditions for lean
  innovation inside a big company
What is a startup?
• A startup is a human institution designed to
  deliver a new product or service under
  conditions of extreme uncertainty.



• Nothing to do with size of company, sector of
  the economy, or industry
A Tale of Two Startups
Startup #1
A good plan?
• Start a company with a compelling long-term
  vision.
• Raise plenty of capital.
• Hire the absolute best and the brightest.
• Hire an experienced management team with tons
  of startup experience.
• Focus on quality.
• Build a world-class technology platform.
• Build buzz in the press and blogosphere.
Achieving Failure
• Company failed utterly, $40MM and five years
  of pain.
• Crippled by “shadow beliefs” that destroyed
  the effort of all those smart people.
Shadow Belief #1
• We know what customers want.
Shadow Belief #2
• We can accurately predict the future.
Shadow Belief #3
• Advancing the plan is progress.
A good plan?
• Start a company with a compelling long-term
  vision.
• Raise plenty of capital.
• Hire the absolute best and the brightest.
• Hire an experienced management team with tons
  of startup experience.
• Focus on quality.
• Build a world-class technology platform.
• Build buzz in the press and blogosphere.
Startup #2
IMVU
New plan
• Shipped in six months – a horribly buggy beta
  product
• Charged from day one
• Shipped multiple times a day (by 2008, on
  average 50 times a day)
• No PR, no launch
• Results: 2007 revenues of $10MM
Lean Startups Go Faster
• Commodity technology stack, highly leveraged
  (free/open source, user-generated
  content, SEM).
• Customer development – find out what
  customers want before you build it.
• Agile software development – but tuned to
  the startup condition.
Commodity technology stack
• Leverage = for each ounce of effort you invest
  in your product, you take advantage of the
  efforts of thousands or millions of others.
• It’s easy to see how high-leverage technology
  is driving costs down.
• More important is its impact on speed.
• Time to bring a new product to market is
  falling rapidly.
Customer Development
                         Continuous cycle of customer
                          interaction
                             Rapid hypothesis
                              testing about market,
                              pricing, customers, …
                             Extreme low cost, low
                              burn, tight focus
                             Measurable gates for
                              investors
http://bit.ly/tpTtE
A tale of two startups, revisited
• Mirrors the changes in development
  methodologies over the past few years.
• Let’s look at those changes schematically.


• These examples are drawn from software
  startups, but increasingly:
  – All products require software
  – All companies are operating in a startup-like
    environment of extreme uncertainty
Traditional Product Development
                      Unit of Progress: Advance to Next Stage

                   Waterfall

                  Requirements


                       Specification


                                 Design
Problem: known


Solution: known
                                  Implementation


                                          Verification


                                                Maintenance
Agile Product Development
                     Unit of Progress: A line of Working Code




                      “Product Owner” or in-house customer




Problem: known


Solution: unknown
Product Development at Lean Startup
          Unit of Progress: Validated Learning About Customers ($$$)

                                    Customer Development




                           Hypotheses,
Problem: unknown           Experiments,
                           Insights
                                                                Data,
Solution: unknown                                          Feedback,
                                                             Insights
Minimize TOTAL time through the loop

                IDEAS




      LEARN              BUILD




        DATA
                         CODE


               MEASURE
How to build a Lean Startup
• Let’s talk about some specifics. These are not
  everything you need, but they will get you
  started



• Continuous deployment
• Split-test (A/B) experimentation
• Five why’s
Continuous Deployment

                                             IDEAS


Learn Faster                                                          Code Faster
Five Whys Root
                 LEARN                                        BUILD    Continuous
Cause Analysis                                                        Deployment




                              DATA                     CODE




                         Measure Faster
                                             MEASURE
                         Rapid Split Tests
Continuous Deployment
• Deploy new software quickly
   •   At IMVU time from check-in to production = 20 minutes


• Tell a good change from a bad change (quickly)

• Revert a bad change quickly

• Work in small batches
   •   At IMVU, a large batch = 3 days worth of work

• Break large projects down into small batches
Cluster Immune System
What it looks like to ship one piece of code to production:

 • Run tests locally (SimpleTest, Selenium)
     o   Everyone has a complete sandbox

 • Continuous Integration Server (BuildBot)
    o All tests must pass or “shut down the line”
     o   Automatic feedback if the team is going too fast

 • Incremental deploy
     o   Monitor cluster and business metrics in real-time
     o   Reject changes that move metrics out-of-bounds

 • Alerting & Predictive monitoring (Nagios)
     o   Monitor all metrics that stakeholders care about
     o   If any metric goes out-of-bounds, wake somebody up
     o   Use historical trends to predict acceptable bounds

 When customers see a failure:
     o   Fix the problem for customers
     o   Improve your defenses at each level
Rapid Split Tests

                                             IDEAS


Learn Faster                                                           Code Faster
Five Whys Root
                 LEARN                                         BUILD    Continuous
Cause Analysis                                                         Deployment




                              DATA                      CODE




                         Measure Faster
                                             MEASURE
                         Rapid Split Tests
Split-testing all the time
• A/B testing is key to validating your
  hypotheses
• Has to be simple enough for everyone to use
  and understand it
• Make creating a split-test no more than one
  line of code:
         if( setup_experiment(...) == quot;controlquot; ) {
            // do it the old way
         } else {
           // do it the new way
         }
The AAA’s of Metrics
• Actionable
• Accessible
• Auditable
Measure the Macro
• Always look at cohort-based metrics over time
• Split-test the small, measure the large
                       Control Group (A)   Experiment (B)
   # Registered        1025                1099
   Downloads           755 (73%)           733 (67%)
   Active days 0-1     600 (58%)           650 (59%)
   Active days 1-3     500 (48%)           545 (49%)
   Active days 3-10    300 (29%)           330 (30%)
   Active days 10-30   250 (24%)           290 (26%)
   Total Revenue       $3210.50            $3450.10
   RPU                 $3.13               $3.14
Five Whys

                                                IDEAS


Learn Faster                                                            Code Faster
Five Whys Root
                 LEARN                                          BUILD    Continuous
Cause Analysis                                                          Deployment




                              DATA                       CODE




                         Measure Faster
                                               MEASURE
                         Rapid Split Tests
Five Whys Root Cause Analysis
• A technique for continuous improvement of
  company process.
• Ask “why” five times when something
  unexpected happens.
• Make proportional investments in prevention
  at all five levels of the hierarchy.
• Behind every supposed technical problem is
  usually a human problem. Fix the cause, not
  just the symptom.
There’s much more…

                                                        IDEAS


Learn Faster                                                                                       Code Faster
Split Tests
                      LEARN                                                      BUILD               Unit Tests
Customer Interviews                                                                              Usability Tests
Customer Development                                                                   Continuous Integration
Five Whys Root Cause Analysis                                                        Incremental Deployment
Customer Advisory Board                                                      Free & Open-Source Components
Falsifiable Hypotheses                                                                        Cloud Computing
Product Owner Accountability                                                          Cluster Immune System
Customer Archetypes                 DATA                                CODE            Just-in-time Scalability
Cross-functional Teams                                                                             Refactoring
Semi-autonomous Teams                                                                      Developer Sandbox
Smoke Tests



                                Measure Faster
                                                   MEASURE
                                Split Tests                          Funnel Analysis
                                Clear Product Owner                  Cohort Analysis
                                Continuous Deployment            Net Promoter Score
                                Usability Tests             Search Engine Marketing
                                Real-time Monitoring              Real-Time Alerting
                                Customer Liaison               Predictive Monitoring
The Lean Startup
• You are ready to do this, whether you are:
  – Thinking of starting a new company, but haven’t
    taken the first step
  – Are in a startup now that could iterate faster
  – Want to create the conditions for lean innovation
    inside a big company
• Get started, now, today.
Thanks!

• Startup Lessons Learned Blog
  – http://StartupLessonsLearned.blogspot.com/

• Getting in touch (#leanstartup)
  – http://twitter.com/ericries
  – eric@theleanstartup.com

• The Lean Startup Workshop
  – An all-day event for a select audience
  – June 18, 2009 in San Francisco
  – http://training.oreilly.com/theleanstartup/

More Related Content

What's hot

Eric Ries sllconf keynote: state of the lean startup movement
Eric Ries sllconf keynote: state of the lean startup movementEric Ries sllconf keynote: state of the lean startup movement
Eric Ries sllconf keynote: state of the lean startup movementEric Ries
 
2012 05 corp fin 1c
2012 05 corp fin 1c2012 05 corp fin 1c
2012 05 corp fin 1cGene Kim
 
Winnipeg ISACA Security is Dead, Rugged DevOps
Winnipeg ISACA Security is Dead, Rugged DevOpsWinnipeg ISACA Security is Dead, Rugged DevOps
Winnipeg ISACA Security is Dead, Rugged DevOpsGene Kim
 
SecureWorld Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6a
SecureWorld   Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6aSecureWorld   Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6a
SecureWorld Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6aGene Kim
 
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6a
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6aKim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6a
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6aGene Kim
 
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev ops
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev opsKim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev ops
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev opsGene Kim
 
2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute
2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute
2010 04 28 The Lean Startup webinar for the Lean Enterprise InstituteEric Ries
 
2011 06 15 velocity conf from visible ops to dev ops final
2011 06 15 velocity conf   from visible ops to dev ops final2011 06 15 velocity conf   from visible ops to dev ops final
2011 06 15 velocity conf from visible ops to dev ops finalGene Kim
 
Maneuver Warfare and Other Badass Habits of a Lean Product Developer

Maneuver Warfare and Other Badass Habits of a Lean Product Developer
Maneuver Warfare and Other Badass Habits of a Lean Product Developer

Maneuver Warfare and Other Badass Habits of a Lean Product Developer
Marko Taipale
 
Mary Poppendieck: Agile under contract
Mary Poppendieck: Agile under contractMary Poppendieck: Agile under contract
Mary Poppendieck: Agile under contractAgile Lietuva
 
DeKnowledge - Try us
DeKnowledge - Try usDeKnowledge - Try us
DeKnowledge - Try usBob Pinto
 
When IT Fails The Business Fails...
When IT Fails The Business Fails...When IT Fails The Business Fails...
When IT Fails The Business Fails...Gene Kim
 
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!Gene Kim
 
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Institut Lean France
 
How Can We Better Sell DevOps?
How Can We Better Sell DevOps?How Can We Better Sell DevOps?
How Can We Better Sell DevOps?Gene Kim
 
141015 Discovering Scrum at Scrum Roma
141015 Discovering Scrum at Scrum Roma141015 Discovering Scrum at Scrum Roma
141015 Discovering Scrum at Scrum RomaPeter Stevens
 
Heise cusimano
Heise cusimanoHeise cusimano
Heise cusimanoNASAPMC
 
Agile Executive Briefing - Situational Assessment + 50k Ft View
Agile Executive Briefing - Situational Assessment + 50k Ft ViewAgile Executive Briefing - Situational Assessment + 50k Ft View
Agile Executive Briefing - Situational Assessment + 50k Ft ViewMichael Sahota
 
ServiceNow ITIL at Ludicrous Speeds - Rugged DevOps
ServiceNow  ITIL at Ludicrous Speeds - Rugged DevOpsServiceNow  ITIL at Ludicrous Speeds - Rugged DevOps
ServiceNow ITIL at Ludicrous Speeds - Rugged DevOpsGene Kim
 

What's hot (20)

Eric Ries sllconf keynote: state of the lean startup movement
Eric Ries sllconf keynote: state of the lean startup movementEric Ries sllconf keynote: state of the lean startup movement
Eric Ries sllconf keynote: state of the lean startup movement
 
2012 05 corp fin 1c
2012 05 corp fin 1c2012 05 corp fin 1c
2012 05 corp fin 1c
 
Winnipeg ISACA Security is Dead, Rugged DevOps
Winnipeg ISACA Security is Dead, Rugged DevOpsWinnipeg ISACA Security is Dead, Rugged DevOps
Winnipeg ISACA Security is Dead, Rugged DevOps
 
SecureWorld Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6a
SecureWorld   Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6aSecureWorld   Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6a
SecureWorld Kim - Infosec at Ludicrous Speeds - Rugged DevOps 6a
 
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6a
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6aKim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6a
Kim itSMF New England: ITIL at Ludicrous Speeds - Rugged DevOps 6a
 
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev ops
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev opsKim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev ops
Kim IT Pro Forum Eugene: IT at Ludicrous Speeds - rugged dev ops
 
2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute
2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute
2010 04 28 The Lean Startup webinar for the Lean Enterprise Institute
 
2011 06 15 velocity conf from visible ops to dev ops final
2011 06 15 velocity conf   from visible ops to dev ops final2011 06 15 velocity conf   from visible ops to dev ops final
2011 06 15 velocity conf from visible ops to dev ops final
 
Maneuver Warfare and Other Badass Habits of a Lean Product Developer

Maneuver Warfare and Other Badass Habits of a Lean Product Developer
Maneuver Warfare and Other Badass Habits of a Lean Product Developer

Maneuver Warfare and Other Badass Habits of a Lean Product Developer

 
Mary Poppendieck: Agile under contract
Mary Poppendieck: Agile under contractMary Poppendieck: Agile under contract
Mary Poppendieck: Agile under contract
 
DeKnowledge - Try us
DeKnowledge - Try usDeKnowledge - Try us
DeKnowledge - Try us
 
When IT Fails The Business Fails...
When IT Fails The Business Fails...When IT Fails The Business Fails...
When IT Fails The Business Fails...
 
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!
2013 Velocity DevOps Metrics -- It's Not Just For WebOps Any More!
 
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
Mary Poppendieck: The Aware Organization - Lean IT Summit 2014
 
How Can We Better Sell DevOps?
How Can We Better Sell DevOps?How Can We Better Sell DevOps?
How Can We Better Sell DevOps?
 
141015 Discovering Scrum at Scrum Roma
141015 Discovering Scrum at Scrum Roma141015 Discovering Scrum at Scrum Roma
141015 Discovering Scrum at Scrum Roma
 
Heise cusimano
Heise cusimanoHeise cusimano
Heise cusimano
 
Agile Executive Briefing - Situational Assessment + 50k Ft View
Agile Executive Briefing - Situational Assessment + 50k Ft ViewAgile Executive Briefing - Situational Assessment + 50k Ft View
Agile Executive Briefing - Situational Assessment + 50k Ft View
 
Value stream mapping
Value stream mapping  Value stream mapping
Value stream mapping
 
ServiceNow ITIL at Ludicrous Speeds - Rugged DevOps
ServiceNow  ITIL at Ludicrous Speeds - Rugged DevOpsServiceNow  ITIL at Ludicrous Speeds - Rugged DevOps
ServiceNow ITIL at Ludicrous Speeds - Rugged DevOps
 

Viewers also liked

IMVU: “But Does It Scale?” from Startup Lessons Learned Conference
IMVU: “But Does It Scale?” from Startup Lessons Learned ConferenceIMVU: “But Does It Scale?” from Startup Lessons Learned Conference
IMVU: “But Does It Scale?” from Startup Lessons Learned ConferenceBrett Durrett
 
The Lean Startup - Visual Summary
The Lean Startup - Visual SummaryThe Lean Startup - Visual Summary
The Lean Startup - Visual SummaryBrett Suddreth
 
2011 10 12 eric ries lean startup web 2.0 expo ny keynote
2011 10 12 eric ries lean startup web 2.0 expo ny keynote2011 10 12 eric ries lean startup web 2.0 expo ny keynote
2011 10 12 eric ries lean startup web 2.0 expo ny keynoteEric Ries
 
Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)Vinsol
 
Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...
Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...
Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...Eric Ries
 
Lean Startup presentation for Maples Investments by Steve Blank and Eric Ries
Lean Startup presentation for Maples Investments by Steve Blank and Eric RiesLean Startup presentation for Maples Investments by Steve Blank and Eric Ries
Lean Startup presentation for Maples Investments by Steve Blank and Eric RiesEric Ries
 
How Staying Lean Made Us Big, Michael Perry, Shopify
How Staying Lean Made Us Big, Michael Perry, ShopifyHow Staying Lean Made Us Big, Michael Perry, Shopify
How Staying Lean Made Us Big, Michael Perry, ShopifyLean Startup Co.
 
Customer Development Methodology
Customer Development MethodologyCustomer Development Methodology
Customer Development MethodologyVenture Hacks
 

Viewers also liked (8)

IMVU: “But Does It Scale?” from Startup Lessons Learned Conference
IMVU: “But Does It Scale?” from Startup Lessons Learned ConferenceIMVU: “But Does It Scale?” from Startup Lessons Learned Conference
IMVU: “But Does It Scale?” from Startup Lessons Learned Conference
 
The Lean Startup - Visual Summary
The Lean Startup - Visual SummaryThe Lean Startup - Visual Summary
The Lean Startup - Visual Summary
 
2011 10 12 eric ries lean startup web 2.0 expo ny keynote
2011 10 12 eric ries lean startup web 2.0 expo ny keynote2011 10 12 eric ries lean startup web 2.0 expo ny keynote
2011 10 12 eric ries lean startup web 2.0 expo ny keynote
 
Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)
 
Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...
Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...
Eric Ries Lean Startup Presentation For Web 2.0 Expo April 1 2009 A Disciplin...
 
Lean Startup presentation for Maples Investments by Steve Blank and Eric Ries
Lean Startup presentation for Maples Investments by Steve Blank and Eric RiesLean Startup presentation for Maples Investments by Steve Blank and Eric Ries
Lean Startup presentation for Maples Investments by Steve Blank and Eric Ries
 
How Staying Lean Made Us Big, Michael Perry, Shopify
How Staying Lean Made Us Big, Michael Perry, ShopifyHow Staying Lean Made Us Big, Michael Perry, Shopify
How Staying Lean Made Us Big, Michael Perry, Shopify
 
Customer Development Methodology
Customer Development MethodologyCustomer Development Methodology
Customer Development Methodology
 

Similar to 2009 06 01 The Lean Startup Texas Edition

2009_06_08 The Lean Startup Tokyo edition
2009_06_08 The Lean Startup Tokyo edition2009_06_08 The Lean Startup Tokyo edition
2009_06_08 The Lean Startup Tokyo editionEric Ries
 
2010 03 09 the lean startup - gdc
2010 03 09 the lean startup - gdc2010 03 09 the lean startup - gdc
2010 03 09 the lean startup - gdcEric Ries
 
The Lean Startup EA edition
The Lean Startup EA editionThe Lean Startup EA edition
The Lean Startup EA editionEric Ries
 
The Lean Startup fbFund Edition
The Lean Startup fbFund EditionThe Lean Startup fbFund Edition
The Lean Startup fbFund EditionEric Ries
 
Ericriesleanstartuppresentationforweb2
Ericriesleanstartuppresentationforweb2Ericriesleanstartuppresentationforweb2
Ericriesleanstartuppresentationforweb2Edmund FOng
 
2010 02 19 the lean startup - webstock 2010
2010 02 19 the lean startup - webstock 20102010 02 19 the lean startup - webstock 2010
2010 02 19 the lean startup - webstock 2010Eric Ries
 
2010 10 28 the lean startup at ucsd
2010 10 28 the lean startup at ucsd2010 10 28 the lean startup at ucsd
2010 10 28 the lean startup at ucsdEric Ries
 
Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011Eric Ries
 
2010 10 19 the lean startup workshop for i_gap ireland
2010 10 19 the lean startup workshop for i_gap ireland2010 10 19 the lean startup workshop for i_gap ireland
2010 10 19 the lean startup workshop for i_gap irelandEric Ries
 
2010 10 15 the lean startup at tech_hub london
2010 10 15 the lean startup at tech_hub london2010 10 15 the lean startup at tech_hub london
2010 10 15 the lean startup at tech_hub londonEric Ries
 
Eric Ries StartupDay 2011 Speech
Eric Ries StartupDay 2011 SpeechEric Ries StartupDay 2011 Speech
Eric Ries StartupDay 2011 SpeechStartup Weekend
 
Continuous Delivery for Agile Teams
Continuous Delivery for Agile TeamsContinuous Delivery for Agile Teams
Continuous Delivery for Agile TeamsMike Bowler
 
2012 05 15 eric ries the lean startup pwc canada
2012 05 15 eric ries the lean startup pwc canada2012 05 15 eric ries the lean startup pwc canada
2012 05 15 eric ries the lean startup pwc canadaEric Ries
 
2009 10 28 The Lean Startup In Paris
2009 10 28 The Lean Startup In Paris2009 10 28 The Lean Startup In Paris
2009 10 28 The Lean Startup In ParisEric Ries
 
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineeringguest472f47
 
eric ries - the lean startup dogpatch LUXr nyc
eric ries - the lean startup dogpatch LUXr nyceric ries - the lean startup dogpatch LUXr nyc
eric ries - the lean startup dogpatch LUXr nycEric Ries
 
Eric Ries - The Lean Startup - Google Tech Talk
Eric Ries - The Lean Startup - Google Tech TalkEric Ries - The Lean Startup - Google Tech Talk
Eric Ries - The Lean Startup - Google Tech TalkEric Ries
 
Eric Ries - The lean startup
Eric Ries - The lean startupEric Ries - The lean startup
Eric Ries - The lean startupmomentummi
 
Continuous Deployment
Continuous DeploymentContinuous Deployment
Continuous DeploymentBrian Henerey
 

Similar to 2009 06 01 The Lean Startup Texas Edition (20)

2009_06_08 The Lean Startup Tokyo edition
2009_06_08 The Lean Startup Tokyo edition2009_06_08 The Lean Startup Tokyo edition
2009_06_08 The Lean Startup Tokyo edition
 
2010 03 09 the lean startup - gdc
2010 03 09 the lean startup - gdc2010 03 09 the lean startup - gdc
2010 03 09 the lean startup - gdc
 
The Lean Startup EA edition
The Lean Startup EA editionThe Lean Startup EA edition
The Lean Startup EA edition
 
The Lean Startup fbFund Edition
The Lean Startup fbFund EditionThe Lean Startup fbFund Edition
The Lean Startup fbFund Edition
 
Ericriesleanstartuppresentationforweb2
Ericriesleanstartuppresentationforweb2Ericriesleanstartuppresentationforweb2
Ericriesleanstartuppresentationforweb2
 
2010 02 19 the lean startup - webstock 2010
2010 02 19 the lean startup - webstock 20102010 02 19 the lean startup - webstock 2010
2010 02 19 the lean startup - webstock 2010
 
2010 10 28 the lean startup at ucsd
2010 10 28 the lean startup at ucsd2010 10 28 the lean startup at ucsd
2010 10 28 the lean startup at ucsd
 
Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011Eric Ries - The Lean Startup - RailsConf 2011
Eric Ries - The Lean Startup - RailsConf 2011
 
2010 10 19 the lean startup workshop for i_gap ireland
2010 10 19 the lean startup workshop for i_gap ireland2010 10 19 the lean startup workshop for i_gap ireland
2010 10 19 the lean startup workshop for i_gap ireland
 
2010 10 15 the lean startup at tech_hub london
2010 10 15 the lean startup at tech_hub london2010 10 15 the lean startup at tech_hub london
2010 10 15 the lean startup at tech_hub london
 
Eric Ries StartupDay 2011 Speech
Eric Ries StartupDay 2011 SpeechEric Ries StartupDay 2011 Speech
Eric Ries StartupDay 2011 Speech
 
BLN CEO Tales. Eric Ries, The Lean Startup
BLN CEO Tales. Eric Ries, The Lean StartupBLN CEO Tales. Eric Ries, The Lean Startup
BLN CEO Tales. Eric Ries, The Lean Startup
 
Continuous Delivery for Agile Teams
Continuous Delivery for Agile TeamsContinuous Delivery for Agile Teams
Continuous Delivery for Agile Teams
 
2012 05 15 eric ries the lean startup pwc canada
2012 05 15 eric ries the lean startup pwc canada2012 05 15 eric ries the lean startup pwc canada
2012 05 15 eric ries the lean startup pwc canada
 
2009 10 28 The Lean Startup In Paris
2009 10 28 The Lean Startup In Paris2009 10 28 The Lean Startup In Paris
2009 10 28 The Lean Startup In Paris
 
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
2008 09 06 Eric Ries Haas Columbia Customer Development Engineering
 
eric ries - the lean startup dogpatch LUXr nyc
eric ries - the lean startup dogpatch LUXr nyceric ries - the lean startup dogpatch LUXr nyc
eric ries - the lean startup dogpatch LUXr nyc
 
Eric Ries - The Lean Startup - Google Tech Talk
Eric Ries - The Lean Startup - Google Tech TalkEric Ries - The Lean Startup - Google Tech Talk
Eric Ries - The Lean Startup - Google Tech Talk
 
Eric Ries - The lean startup
Eric Ries - The lean startupEric Ries - The lean startup
Eric Ries - The lean startup
 
Continuous Deployment
Continuous DeploymentContinuous Deployment
Continuous Deployment
 

More from Eric Ries

Tendai Charasika - 2012 Lean Startup Conference
Tendai Charasika - 2012 Lean Startup ConferenceTendai Charasika - 2012 Lean Startup Conference
Tendai Charasika - 2012 Lean Startup ConferenceEric Ries
 
Stephanie Hay - Lean Startup Conference 2012
Stephanie Hay - Lean Startup Conference 2012Stephanie Hay - Lean Startup Conference 2012
Stephanie Hay - Lean Startup Conference 2012Eric Ries
 
Jessica Scorpio - 2012 Lean Startup Conference
Jessica Scorpio - 2012 Lean Startup ConferenceJessica Scorpio - 2012 Lean Startup Conference
Jessica Scorpio - 2012 Lean Startup ConferenceEric Ries
 
Robert Fan - 2012 Lean Startup Conference
Robert Fan - 2012 Lean Startup ConferenceRobert Fan - 2012 Lean Startup Conference
Robert Fan - 2012 Lean Startup ConferenceEric Ries
 
Leah Busque - 2012 Lean Startup Conference
Leah Busque - 2012 Lean Startup ConferenceLeah Busque - 2012 Lean Startup Conference
Leah Busque - 2012 Lean Startup ConferenceEric Ries
 
Lane Halley - 2012 Lean Startup Conference
Lane Halley - 2012 Lean Startup ConferenceLane Halley - 2012 Lean Startup Conference
Lane Halley - 2012 Lean Startup ConferenceEric Ries
 
Justin Wilcox - Lean Startup Conference 2012
Justin Wilcox - Lean Startup Conference 2012Justin Wilcox - Lean Startup Conference 2012
Justin Wilcox - Lean Startup Conference 2012Eric Ries
 
Ivory Madison - 2012 Lean Startup Conference
Ivory Madison - 2012 Lean Startup ConferenceIvory Madison - 2012 Lean Startup Conference
Ivory Madison - 2012 Lean Startup ConferenceEric Ries
 
Daniel Kim - 2012 Lean Startup Conference
Daniel Kim - 2012 Lean Startup ConferenceDaniel Kim - 2012 Lean Startup Conference
Daniel Kim - 2012 Lean Startup ConferenceEric Ries
 
Charles Hudson - 2012 Lean Startup Conference
Charles Hudson - 2012 Lean Startup ConferenceCharles Hudson - 2012 Lean Startup Conference
Charles Hudson - 2012 Lean Startup ConferenceEric Ries
 
George Bilbrey - 2012 Lean Startup Conference
George Bilbrey - 2012 Lean Startup ConferenceGeorge Bilbrey - 2012 Lean Startup Conference
George Bilbrey - 2012 Lean Startup ConferenceEric Ries
 
Ash Maurya Innovation Accounting - 2012 Lean Startup Conference
Ash Maurya Innovation Accounting - 2012 Lean Startup ConferenceAsh Maurya Innovation Accounting - 2012 Lean Startup Conference
Ash Maurya Innovation Accounting - 2012 Lean Startup ConferenceEric Ries
 
Andres Glusman - 2012 Lean Startup Conference
Andres Glusman - 2012 Lean Startup ConferenceAndres Glusman - 2012 Lean Startup Conference
Andres Glusman - 2012 Lean Startup ConferenceEric Ries
 
Back to the Roots - 2012 Lean Startup Conference
Back to the Roots - 2012 Lean Startup ConferenceBack to the Roots - 2012 Lean Startup Conference
Back to the Roots - 2012 Lean Startup ConferenceEric Ries
 
Dropbox startup lessons learned 2011
Dropbox   startup lessons learned 2011Dropbox   startup lessons learned 2011
Dropbox startup lessons learned 2011Eric Ries
 
The Lean Startup debuts at #2 on the New York Times Bestseller List
The Lean Startup debuts at #2 on the New York Times Bestseller ListThe Lean Startup debuts at #2 on the New York Times Bestseller List
The Lean Startup debuts at #2 on the New York Times Bestseller ListEric Ries
 
The Lean Startup 10-Book Package
The Lean Startup 10-Book PackageThe Lean Startup 10-Book Package
The Lean Startup 10-Book PackageEric Ries
 
The Lean Startup 30-Book Package
The Lean Startup 30-Book PackageThe Lean Startup 30-Book Package
The Lean Startup 30-Book PackageEric Ries
 
The Lean Startup - Book Tour In Your City Package
The Lean Startup - Book Tour In Your City PackageThe Lean Startup - Book Tour In Your City Package
The Lean Startup - Book Tour In Your City PackageEric Ries
 

More from Eric Ries (20)

Tendai Charasika - 2012 Lean Startup Conference
Tendai Charasika - 2012 Lean Startup ConferenceTendai Charasika - 2012 Lean Startup Conference
Tendai Charasika - 2012 Lean Startup Conference
 
Stephanie Hay - Lean Startup Conference 2012
Stephanie Hay - Lean Startup Conference 2012Stephanie Hay - Lean Startup Conference 2012
Stephanie Hay - Lean Startup Conference 2012
 
Jessica Scorpio - 2012 Lean Startup Conference
Jessica Scorpio - 2012 Lean Startup ConferenceJessica Scorpio - 2012 Lean Startup Conference
Jessica Scorpio - 2012 Lean Startup Conference
 
Robert Fan - 2012 Lean Startup Conference
Robert Fan - 2012 Lean Startup ConferenceRobert Fan - 2012 Lean Startup Conference
Robert Fan - 2012 Lean Startup Conference
 
Leah Busque - 2012 Lean Startup Conference
Leah Busque - 2012 Lean Startup ConferenceLeah Busque - 2012 Lean Startup Conference
Leah Busque - 2012 Lean Startup Conference
 
Lane Halley - 2012 Lean Startup Conference
Lane Halley - 2012 Lean Startup ConferenceLane Halley - 2012 Lean Startup Conference
Lane Halley - 2012 Lean Startup Conference
 
Justin Wilcox - Lean Startup Conference 2012
Justin Wilcox - Lean Startup Conference 2012Justin Wilcox - Lean Startup Conference 2012
Justin Wilcox - Lean Startup Conference 2012
 
Ivory Madison - 2012 Lean Startup Conference
Ivory Madison - 2012 Lean Startup ConferenceIvory Madison - 2012 Lean Startup Conference
Ivory Madison - 2012 Lean Startup Conference
 
Daniel Kim - 2012 Lean Startup Conference
Daniel Kim - 2012 Lean Startup ConferenceDaniel Kim - 2012 Lean Startup Conference
Daniel Kim - 2012 Lean Startup Conference
 
Charles Hudson - 2012 Lean Startup Conference
Charles Hudson - 2012 Lean Startup ConferenceCharles Hudson - 2012 Lean Startup Conference
Charles Hudson - 2012 Lean Startup Conference
 
George Bilbrey - 2012 Lean Startup Conference
George Bilbrey - 2012 Lean Startup ConferenceGeorge Bilbrey - 2012 Lean Startup Conference
George Bilbrey - 2012 Lean Startup Conference
 
Ash Maurya Innovation Accounting - 2012 Lean Startup Conference
Ash Maurya Innovation Accounting - 2012 Lean Startup ConferenceAsh Maurya Innovation Accounting - 2012 Lean Startup Conference
Ash Maurya Innovation Accounting - 2012 Lean Startup Conference
 
Andres Glusman - 2012 Lean Startup Conference
Andres Glusman - 2012 Lean Startup ConferenceAndres Glusman - 2012 Lean Startup Conference
Andres Glusman - 2012 Lean Startup Conference
 
Back to the Roots - 2012 Lean Startup Conference
Back to the Roots - 2012 Lean Startup ConferenceBack to the Roots - 2012 Lean Startup Conference
Back to the Roots - 2012 Lean Startup Conference
 
Dropbox startup lessons learned 2011
Dropbox   startup lessons learned 2011Dropbox   startup lessons learned 2011
Dropbox startup lessons learned 2011
 
The Lean Startup debuts at #2 on the New York Times Bestseller List
The Lean Startup debuts at #2 on the New York Times Bestseller ListThe Lean Startup debuts at #2 on the New York Times Bestseller List
The Lean Startup debuts at #2 on the New York Times Bestseller List
 
The Lean Startup 10-Book Package
The Lean Startup 10-Book PackageThe Lean Startup 10-Book Package
The Lean Startup 10-Book Package
 
The Lean Startup 30-Book Package
The Lean Startup 30-Book PackageThe Lean Startup 30-Book Package
The Lean Startup 30-Book Package
 
The Lean Startup - Book Tour In Your City Package
The Lean Startup - Book Tour In Your City PackageThe Lean Startup - Book Tour In Your City Package
The Lean Startup - Book Tour In Your City Package
 
100 books
100 books100 books
100 books
 

Recently uploaded

Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Brian Pichman
 
Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024SkyPlanner
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationIES VE
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding TeamAdam Moalla
 
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1DianaGray10
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesDavid Newbury
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfDaniel Santiago Silva Capera
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-pyJamie (Taka) Wang
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfinfogdgmi
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1DianaGray10
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Will Schroeder
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7DianaGray10
 
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfJamie (Taka) Wang
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDELiveplex
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfDianaGray10
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxUdaiappa Ramachandran
 
Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdfPedro Manuel
 
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAAnypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAshyamraj55
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...Aggregage
 

Recently uploaded (20)

Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )Building Your Own AI Instance (TBLC AI )
Building Your Own AI Instance (TBLC AI )
 
Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024Salesforce Miami User Group Event - 1st Quarter 2024
Salesforce Miami User Group Event - 1st Quarter 2024
 
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve DecarbonizationUsing IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
Using IESVE for Loads, Sizing and Heat Pump Modeling to Achieve Decarbonization
 
9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team9 Steps For Building Winning Founding Team
9 Steps For Building Winning Founding Team
 
Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1Secure your environment with UiPath and CyberArk technologies - Session 1
Secure your environment with UiPath and CyberArk technologies - Session 1
 
Linked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond OntologiesLinked Data in Production: Moving Beyond Ontologies
Linked Data in Production: Moving Beyond Ontologies
 
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdfIaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
IaC & GitOps in a Nutshell - a FridayInANuthshell Episode.pdf
 
20230202 - Introduction to tis-py
20230202 - Introduction to tis-py20230202 - Introduction to tis-py
20230202 - Introduction to tis-py
 
Videogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdfVideogame localization & technology_ how to enhance the power of translation.pdf
Videogame localization & technology_ how to enhance the power of translation.pdf
 
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1UiPath Platform: The Backend Engine Powering Your Automation - Session 1
UiPath Platform: The Backend Engine Powering Your Automation - Session 1
 
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
Apres-Cyber - The Data Dilemma: Bridging Offensive Operations and Machine Lea...
 
UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7UiPath Studio Web workshop series - Day 7
UiPath Studio Web workshop series - Day 7
 
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
activity_diagram_combine_v4_20190827.pdfactivity_diagram_combine_v4_20190827.pdf
 
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDEADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
ADOPTING WEB 3 FOR YOUR BUSINESS: A STEP-BY-STEP GUIDE
 
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdfUiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
UiPath Solutions Management Preview - Northern CA Chapter - March 22.pdf
 
Building AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptxBuilding AI-Driven Apps Using Semantic Kernel.pptx
Building AI-Driven Apps Using Semantic Kernel.pptx
 
Nanopower In Semiconductor Industry.pdf
Nanopower  In Semiconductor Industry.pdfNanopower  In Semiconductor Industry.pdf
Nanopower In Semiconductor Industry.pdf
 
20150722 - AGV
20150722 - AGV20150722 - AGV
20150722 - AGV
 
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPAAnypoint Code Builder , Google Pub sub connector and MuleSoft RPA
Anypoint Code Builder , Google Pub sub connector and MuleSoft RPA
 
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
The Data Metaverse: Unpacking the Roles, Use Cases, and Tech Trends in Data a...
 

2009 06 01 The Lean Startup Texas Edition

  • 1. The Lean Startup #leanstartup Austin Edition Eric Ries (@ericries) http://StartupLessonsLearned.blogspot.com
  • 5. Most Startups Fail • But it doesn’t have to be that way. • We can do better. • This talk is about how.
  • 6. The Lean Startup and You • Thinking of starting a new company, but haven’t taken the first step • In a startup now and want to iterate faster • Want to create the conditions for lean innovation inside a big company
  • 7. What is a startup? • A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty. • Nothing to do with size of company, sector of the economy, or industry
  • 8. A Tale of Two Startups
  • 10. A good plan? • Start a company with a compelling long-term vision. • Raise plenty of capital. • Hire the absolute best and the brightest. • Hire an experienced management team with tons of startup experience. • Focus on quality. • Build a world-class technology platform. • Build buzz in the press and blogosphere.
  • 11. Achieving Failure • Company failed utterly, $40MM and five years of pain. • Crippled by “shadow beliefs” that destroyed the effort of all those smart people.
  • 12. Shadow Belief #1 • We know what customers want.
  • 13. Shadow Belief #2 • We can accurately predict the future.
  • 14. Shadow Belief #3 • Advancing the plan is progress.
  • 15. A good plan? • Start a company with a compelling long-term vision. • Raise plenty of capital. • Hire the absolute best and the brightest. • Hire an experienced management team with tons of startup experience. • Focus on quality. • Build a world-class technology platform. • Build buzz in the press and blogosphere.
  • 17. IMVU
  • 18. New plan • Shipped in six months – a horribly buggy beta product • Charged from day one • Shipped multiple times a day (by 2008, on average 50 times a day) • No PR, no launch • Results: 2007 revenues of $10MM
  • 19. Lean Startups Go Faster • Commodity technology stack, highly leveraged (free/open source, user-generated content, SEM). • Customer development – find out what customers want before you build it. • Agile software development – but tuned to the startup condition.
  • 20. Commodity technology stack • Leverage = for each ounce of effort you invest in your product, you take advantage of the efforts of thousands or millions of others. • It’s easy to see how high-leverage technology is driving costs down. • More important is its impact on speed. • Time to bring a new product to market is falling rapidly.
  • 21. Customer Development  Continuous cycle of customer interaction  Rapid hypothesis testing about market, pricing, customers, …  Extreme low cost, low burn, tight focus  Measurable gates for investors http://bit.ly/tpTtE
  • 22. A tale of two startups, revisited • Mirrors the changes in development methodologies over the past few years. • Let’s look at those changes schematically. • These examples are drawn from software startups, but increasingly: – All products require software – All companies are operating in a startup-like environment of extreme uncertainty
  • 23. Traditional Product Development Unit of Progress: Advance to Next Stage Waterfall Requirements Specification Design Problem: known Solution: known Implementation Verification Maintenance
  • 24. Agile Product Development Unit of Progress: A line of Working Code “Product Owner” or in-house customer Problem: known Solution: unknown
  • 25. Product Development at Lean Startup Unit of Progress: Validated Learning About Customers ($$$) Customer Development Hypotheses, Problem: unknown Experiments, Insights Data, Solution: unknown Feedback, Insights
  • 26. Minimize TOTAL time through the loop IDEAS LEARN BUILD DATA CODE MEASURE
  • 27. How to build a Lean Startup • Let’s talk about some specifics. These are not everything you need, but they will get you started • Continuous deployment • Split-test (A/B) experimentation • Five why’s
  • 28. Continuous Deployment IDEAS Learn Faster Code Faster Five Whys Root LEARN BUILD Continuous Cause Analysis Deployment DATA CODE Measure Faster MEASURE Rapid Split Tests
  • 29. Continuous Deployment • Deploy new software quickly • At IMVU time from check-in to production = 20 minutes • Tell a good change from a bad change (quickly) • Revert a bad change quickly • Work in small batches • At IMVU, a large batch = 3 days worth of work • Break large projects down into small batches
  • 30. Cluster Immune System What it looks like to ship one piece of code to production: • Run tests locally (SimpleTest, Selenium) o Everyone has a complete sandbox • Continuous Integration Server (BuildBot) o All tests must pass or “shut down the line” o Automatic feedback if the team is going too fast • Incremental deploy o Monitor cluster and business metrics in real-time o Reject changes that move metrics out-of-bounds • Alerting & Predictive monitoring (Nagios) o Monitor all metrics that stakeholders care about o If any metric goes out-of-bounds, wake somebody up o Use historical trends to predict acceptable bounds When customers see a failure: o Fix the problem for customers o Improve your defenses at each level
  • 31. Rapid Split Tests IDEAS Learn Faster Code Faster Five Whys Root LEARN BUILD Continuous Cause Analysis Deployment DATA CODE Measure Faster MEASURE Rapid Split Tests
  • 32. Split-testing all the time • A/B testing is key to validating your hypotheses • Has to be simple enough for everyone to use and understand it • Make creating a split-test no more than one line of code: if( setup_experiment(...) == quot;controlquot; ) { // do it the old way } else { // do it the new way }
  • 33. The AAA’s of Metrics • Actionable • Accessible • Auditable
  • 34. Measure the Macro • Always look at cohort-based metrics over time • Split-test the small, measure the large Control Group (A) Experiment (B) # Registered 1025 1099 Downloads 755 (73%) 733 (67%) Active days 0-1 600 (58%) 650 (59%) Active days 1-3 500 (48%) 545 (49%) Active days 3-10 300 (29%) 330 (30%) Active days 10-30 250 (24%) 290 (26%) Total Revenue $3210.50 $3450.10 RPU $3.13 $3.14
  • 35. Five Whys IDEAS Learn Faster Code Faster Five Whys Root LEARN BUILD Continuous Cause Analysis Deployment DATA CODE Measure Faster MEASURE Rapid Split Tests
  • 36. Five Whys Root Cause Analysis • A technique for continuous improvement of company process. • Ask “why” five times when something unexpected happens. • Make proportional investments in prevention at all five levels of the hierarchy. • Behind every supposed technical problem is usually a human problem. Fix the cause, not just the symptom.
  • 37. There’s much more… IDEAS Learn Faster Code Faster Split Tests LEARN BUILD Unit Tests Customer Interviews Usability Tests Customer Development Continuous Integration Five Whys Root Cause Analysis Incremental Deployment Customer Advisory Board Free & Open-Source Components Falsifiable Hypotheses Cloud Computing Product Owner Accountability Cluster Immune System Customer Archetypes DATA CODE Just-in-time Scalability Cross-functional Teams Refactoring Semi-autonomous Teams Developer Sandbox Smoke Tests Measure Faster MEASURE Split Tests Funnel Analysis Clear Product Owner Cohort Analysis Continuous Deployment Net Promoter Score Usability Tests Search Engine Marketing Real-time Monitoring Real-Time Alerting Customer Liaison Predictive Monitoring
  • 38. The Lean Startup • You are ready to do this, whether you are: – Thinking of starting a new company, but haven’t taken the first step – Are in a startup now that could iterate faster – Want to create the conditions for lean innovation inside a big company • Get started, now, today.
  • 39. Thanks! • Startup Lessons Learned Blog – http://StartupLessonsLearned.blogspot.com/ • Getting in touch (#leanstartup) – http://twitter.com/ericries – eric@theleanstartup.com • The Lean Startup Workshop – An all-day event for a select audience – June 18, 2009 in San Francisco – http://training.oreilly.com/theleanstartup/

Editor's Notes

  1. Hi, I’m Eric Ries. I wan to talk to you today about one simple fact: that the vast majority of high-tech startups fail. It does not have to be that way.Read the stories of successful startups and, if the founders are willing to be honest, you will see this pattern over and over again. They started out as digital cash for PDAs, but evolved into online payments for eBay. They started building BASIC interpreters, but evolved into the world's largest operating systems monopoly. They were shocked to discover their online games company was actually a photo-sharing site.Each of these companies were fortunate to have enough time, resources, and patience to endure the multiple iterations it took to find a successful product and market. The premise of the lean startup is simple: if we can reduce the time between these major iterations, we can increase the odds of success.
  2. Hi, I’m Eric Ries. I wan to talk to you today about one simple fact: that the vast majority of high-tech startups fail. It does not have to be that way.Read the stories of successful startups and, if the founders are willing to be honest, you will see this pattern over and over again. They started out as digital cash for PDAs, but evolved into online payments for eBay. They started building BASIC interpreters, but evolved into the world's largest operating systems monopoly. They were shocked to discover their online games company was actually a photo-sharing site.Each of these companies were fortunate to have enough time, resources, and patience to endure the multiple iterations it took to find a successful product and market. The premise of the lean startup is simple: if we can reduce the time between these major iterations, we can increase the odds of success.
  3. Hi, I’m Eric Ries. I wan to talk to you today about one simple fact: that the vast majority of high-tech startups fail. It does not have to be that way.Read the stories of successful startups and, if the founders are willing to be honest, you will see this pattern over and over again. They started out as digital cash for PDAs, but evolved into online payments for eBay. They started building BASIC interpreters, but evolved into the world's largest operating systems monopoly. They were shocked to discover their online games company was actually a photo-sharing site.Each of these companies were fortunate to have enough time, resources, and patience to endure the multiple iterations it took to find a successful product and market. The premise of the lean startup is simple: if we can reduce the time between these major iterations, we can increase the odds of success.
  4. Hi, I’m Eric Ries. I want to talk to you today about one simple fact: that the vast majority of high-tech startups fail. It does not have to be that way.Read the stories of successful startups and, if the founders are willing to be honest, you will see this pattern over and over again. They started out as digital cash for PDAs, but evolved into online payments for eBay. They started building BASIC interpreters, but evolved into the world's largest operating systems monopoly. They were shocked to discover their online games company was actually a photo-sharing site.Each of these companies were fortunate to have enough time, resources, and patience to endure the multiple iterations it took to find a successful product and market. The premise of the lean startup is simple: if we can reduce the time between these major iterations, we can increase the odds of success.
  5. … remember that a startup is not a shrunken-down big company.
  6. Start a company with a compelling long-term vision. Don't get distracted by trying to flip it. Instead, try and build a company that will matter on the scale of the next century. Aim to become the \"next AOL or Microsoft\" not a niche player.Raise sufficient capital to have an extended runway from experienced smart money investors with deep pockets who are prepared to make follow-on investments.Hire the absolute best and the brightest, true experts in their fields, who in turn can hire the smartest people possible to staff their departments. Insist on the incredibly high-IQ employees and hold them to incredibly high standards.Bring in an expert CEO with outstanding business credentials and startup experience to focus on relentless execution.Build a truly mainstream product. Focus on quality. Ship it when it's done, not a moment before. Insist on high levels of usability, UI design, and polish. Conduct constant focus groups and usability tests.Build a world-class technology platform, with patent-pending algorithms and the ability to scale to millions of simultaneous users.Launch with a PR blitz, including mentions in major mainstream publications. Build the product in stealth mode to build buzz for the eventual launch.
  7. By hiring experts, conducting lots of focus groups, and executing to a detailed plan, the company became deluded that it knew what customers wanted. I remember vividly a scene at a board meeting, where the company was celebrating a major milestone. The whole company and board play-tested the product to see its new features first hand. Everyone had fun; the product worked. But that was two full years before any customers were allowed to use it. Nobody even asked the question: why not ship this now? It was considered naive that the \"next AOL\" would ship a product that wasn't ready for prime time. Stealth is a customer-free zone. All of the efforts to create buzz, keep competitors in the dark, and launch with a bang had the direct effect of starving the company for much-needed feedback.
  8. Even though some aspects of the product were eventually vindicated as good ones, the underlying architecture suffered from hard-to-change assumptions. After years of engineering effort, changing these assumptions was incredibly hard. Without conscious process design, product development teams turn lines of code written into momentum in a certain direction. Even a great architecture becomes inflexible. This is why agility is such a prized quality in product development.
  9. This is the most devastating thing about achieving a failure: while in the midst of it, you think you're making progress. This company had disciplined schedules, milestones, employee evaluations, and a culture of execution. When schedules were missed, people were held accountable. Unfortunately, there was no corresponding discipline of evaluating the quality of the plan itself. As the company built infrastructure and added features, the team celebrated these accomplishments. Departments were built and were even metrics-driven. But there was no feedback loop to help the company find the right metrics to focus on.
  10. Do our actions live up to our ideals?
  11. After our crushing failure, the founders of my next company decided to question every single assumption for how a startup should be built. Failure gave us the courage to try some radical things.
  12. Based on that experience, and the experience of the other startups I have worked for, I now strongly believe there is a better way to create startups. I’ve called this vision the Lean Startup. It combines three key trends.
  13. Ladder of inference
  14. Run tests locally:-- Sandbox includes as much of production as humanly possible (db, memcached, Solr, Apache).-- Write tests in every language. We use 8 different test frameworks for different environs. Otherwise you get fear and brittle.-- Example kind of problem is that AJAX updater for site header. Seemingly innocuous change would break shopping experience.CIT/BuildBot:-- Simply don’t push with red tests. Even if the site is in trouble. Example Christmas site outage with memcache sampling.-- Give an idea of the scale. 20 machine cluster, runs 10000 tests and 100,000’s of thousand of assertions on every change.Incremental deploy:-- Catch performance bugs and gaps in test coverageSlow query in free tags. This started to drive database load higher on one MySQL instance due to contention and data size. Detected and rolled back before it affected users and before the database was hosed due to high load.Changed transaction commit logic in foundation of the system. This passed all tests but caused registrations to fail in production due to subtle difference between sandbox and production. System detected drop in business metric in 1 minute and reverted the changeAlerting and Predictive MonitoringExample: Second tier ISP to block our outbound emailExample: Rooms list performance time bombExample: Registration quality, second tier payment methods, invite mail success rates by serviceStory: Anything that can go wrong will, so just catch it then fast.
  15. When something goes wrong, we tend to see it as a crisis and seek to blame. A better way is to see it as a learning opportunity. Not in the existential sense of general self-improvement. Instead, we can use the technique of asking why five times to get to the root cause of the problem.Here's how it works. Let's say you notice that your website is down. Obviously, your first priority is to get it back up. But as soon as the crisis is past, you have the discipline to have a post-mortem in which you start asking why: 1. why was the website down? The CPU utilization on all our front-end servers went to 100% 2. why did the CPU usage spike? A new bit of code contained an infinite loop! 3. why did that code get written? So-and-so made a mistake 4. why did his mistake get checked in? He didn't write a unit test for the feature 5. why didn't he write a unit test? He's a new employee, and he was not properly trained in TDDSo far, this isn't much different from the kind of analysis any competent operations team would conduct for a site outage. The next step is this: you have to commit to make a proportional investment in corrective action at every level of the analysis. So, in the example above, we'd have to take five corrective actions: 1. bring the site back up 2. remove the bad code 3. help so-and-so understand why his code doesn't work as written 4. train so-and-so in the principles of TDD 5. change the new engineer orientation to include TDD
  16. Webcast: May 1Workshop: May 29Fliers up frontDiscussion in web2open
  17. Take a moment to close your eyes…