2010 04 23 Startup Lessons Learned conference welcome slides by Eric Ries #sllconf
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![Welcome,[object Object],#leanstartup,[object Object],#sllconf,[object Object],Eric Ries (@ericries),[object Object],http://StartupLessonsLearned.com,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-1-2048.jpg?cb=1665169163)
![Entrepreneurship = Awesome,[object Object],It is the best time in the history of the world to be an entrepreneur,[object Object],Costs are falling in all industries,[object Object],Barriers are being destroyed,[object Object],Disruption and chaos are everywhere,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-2-2048.jpg?cb=1665169163)
![Why build a startup?,[object Object],Only entrepreneurship combines these three elements,[object Object],Change the world,[object Object],Build an organization of lasting value,[object Object],Make customers’ lives better,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-3-2048.jpg?cb=1665169163)
![What is a startup?,[object Object],[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-5-2048.jpg?cb=1665169163)
![Nothing to do with size of company, sector of the economy, or industry,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-6-2048.jpg?cb=1665169163)
![Traditional management practices fail- “general management” as taught to MBAs,[object Object],[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-7-2048.jpg?cb=1665169163)
![Not just for “two guys in a garage”,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-8-2048.jpg?cb=1665169163)
![We need a new definition of value for startups:validated learning about customers,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-11-2048.jpg?cb=1665169163)
![There’s much more…,[object Object],Build Faster,[object Object],Unit Tests,[object Object],Usability Tests,[object Object],Continuous Integration,[object Object],Incremental Deployment,[object Object],Free & Open-Source,[object Object], Components,[object Object],Cloud Computing,[object Object],Cluster Immune System,[object Object],Just-in-time Scalability,[object Object],Refactoring,[object Object],Developer Sandbox,[object Object],Minimum Viable Product,[object Object],Learn Faster,[object Object],Split Tests,[object Object],Customer Interviews,[object Object],Customer Development,[object Object],Five Whys Root Cause,[object Object],Analysis,[object Object],Customer Advisory Board,[object Object],Falsifiable Hypotheses,[object Object],Product Owner,[object Object],Accountability,[object Object],Customer Archetypes,[object Object],Cross-functional Teams,[object Object],Semi-autonomous Teams,[object Object],Smoke Tests,[object Object],Measure Faster,[object Object],Funnel Analysis,[object Object],Cohort Analysis,[object Object],Net Promoter Score,[object Object],Search Engine Marketing,[object Object],Real-Time Alerting,[object Object],Predictive Monitoring,[object Object],Measure Faster,[object Object],Split Tests,[object Object],Clear Product Owner,[object Object],Continuous Deployment,[object Object],Usability Tests,[object Object],Real-time Monitoring,[object Object],Customer Liaison,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-12-2048.jpg?cb=1665169163)
![Myth #1,[object Object],Myth,[object Object],Lean means cheap. Lean startups try tospend as little money as possible.,[object Object],Truth The Lean Startup method is not about cost,it is about speed.,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-14-2048.jpg?cb=1665169163)
![Myth #2,[object Object],Myth,[object Object],The Lean Startup is only forWeb 2.0/internet/consumer software companies.,[object Object],Truth The Lean Startup applies to all companies that face uncertainty about what customers will want.,[object Object]](https://image.slidesharecdn.com/20100423startuplessonslearnedconferencewelcomeslides-100424131227-phpapp02/75/2010-04-23-startup-lessons-learned-conference-welcome-slides-by-eric-ries-sllconf-15-2048.jpg?cb=1665169163)
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2010 04 23 Startup Lessons Learned conference welcome slides by Eric Ries #sllconf
- 9. In traditional business, value is created by delivering products or services to customers
- 10. In a startup, the product and customer are unknowns
Editor's Notes
- Thank you: sponsors, mentors, volunteers, Charles, David, Erin
- Conference structure
- Truth: The Lean Startup method is not about cost, it is about speed. Lean Startups waste less money, because they use a disciplined approach to testing new products and ideas. Lean, when used in the context of lean startup, refers to a process of building companies and products using lean manufacturing principles applied to innovation. That process involves rapid hypothesis testing, validated learning about customers, and a disciplined approach to product development.
- Truth: The Lean Startup methodology applies to all companies that face uncertainty about what customers will want. This is true regardless of industry or even scale of company: many large companies depend on their ability to create disruptive innovation. Those general managers are entrepreneurs, too. And they can benefit from the speed and discipline of starting with a minimum viable product and then learning and iterating continuously.
- Truth: There’s nothing wrong with raising venture capital. Many lean startups are ambitious and are able to deploy large amounts of capital. What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated. Because lean startups focus on validating their riskiest assumptions first, they sometimes charge money for their product from day one – but not always.
- Truth: Lean Startups are driven by a compelling vision, and they are rigorous about testing each element of this vision against reality. They use customer development, split-testing, and actionable analytics as vehicles for learning about how to make their vision successful. But they do not blindly do what customers tell them, nor do they mechanically attempt to optimize numbers. Along the way, they pivot away from the elements of the vision that are delusional and double-down on the elements that show promise.