Kathryn Minshew Quotes

The reality is 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.

If you're going to build a lean enterprise, you can test and measure how often the company ships iterations, how often it fails, how often it is putting things in front of people that don't work.

Launch your product or service before you have funding. See how people respond to it before you have a PowerPoint and business plan - have something people can use, and go from there.

Not only is it possible to do lean startup in federal government, but it's the most effective way to drive change in the federal government.

Get your product into users' hands as quickly as possible and incorporate the crowd's feedback to iterate. Your customers will provide the data you need to chart the best course for your company and bury any competitor that goes it alone.

Get a minimum viable product out there, test it out, see how customers respond.

There are major benefits to building a game once and improving it over a long period of time based on user feedback and behavior. It's kind of depressing to have to build a game once, take all the user feedback, and then spend the next 3 years building another game.

Decades before we were able to articulate the value of 'getting out of the building' and the Lean Startup, the value in having skunk works controlling their own distribution was starkly evident.

The Lean Startup process builds new ventures more efficiently. It has three parts: a business model canvas to frame hypotheses, customer development to get out of the building to test those hypotheses, and agile engineering to build minimum viable products.

The goal of a startup is to figure out the right thing to build-the thing customers want and will pay for-as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

Because startups often accidentally build something nobody wants, it doesn’t matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build - the thing customers want and will pay for - as quickly as possible.

I basically apply with my teams the lean startup principles I used in the private sector - go into Silicon Valley mode, work at startup speed, and attack, doing things in short amounts of time with extremely limited resources.

I take a lean-startup approach: creating agile, interdisciplinary teams that get the minimum viable product to market as soon as possible. It's my job to be entrepreneur-in-residence, an internal change agent.

The Lean Startup has evolved into a movement that is having a significant impact on how companies are built, funded and scaled.

I've long believed that if you're not embarrassed by your first product release, you've released too late.

The Lean Startup is a process for turning ideas into commercial ventures. Its premise is that startups begin with a series of untested hypotheses. They succeed by getting out of the building, testing those hypotheses and learning by iterating and refining minimal viable products in front of potential customers.

For Customer Development to succeed, everyone on the team - from investor or parent company to engineers, marketers and founders - needs to understand and agree that the Customer Development process is different to its core.

Release early. Release often. And listen to your customers.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

Don't worry, be crappy. Revolutionary means you ship and then test... Lots of things made the first Mac in 1984 a piece of crap - but it was a revolutionary piece of crap.

HubSpot has used the lean startup method to build a spectacularly successful company. What I particularly love about HubSpot is that they are so geeked out on data analysis and making evidence-based decisions, which are at the heart of the Lean Startup process.

Test fast, fail fast, adjust fast.

What I tell founders is not to sweat the business model too much at first. The most important task at first is to build something people want. If you don't do that, it won't matter how clever your business model is.

I casually advise a few young companies, and I'm always surprised when I see them overthinking simple problems, adding too much structure too early, and trying to get formal too soon. Start-ups should embrace their scrappiness, not rush to toss it aside.

The Googly thing is to launch products early on Google Labs and then iterate, learning what the market wants - and making it great. The beauty of experimenting in this way is that you never get too far from what the market wants. The market pulls you back.