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If the plan is to see what happens, a team is guaranteed to succeed - at seeing what happens - but won't necessarily gain validated learning - If you cannot fail, you cannot learn.

Eric Ries

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Eric Ries
Age: 45
Born: 1979
Born: September 22
Author
Entrepreneur
Writer
Team
Gains
Seeing
Fail
Learn
Plan
Happens
Succeed
Cannot
Failing
Validated
Plans
Guaranteed
Trust
Gain
Learning
Necessarily

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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.
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The only way to win is to learn faster than anyone else.
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Using the Lean Startup approach, companies can create order not chaos by providing tools to test a vision continuously.
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Zero invites imagination, but small numbers invite questions about whether large numbers will ever materialize.
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Most companies are busy making their products worse, not better. Updating is almost always a disaster.
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New Customers come from the action of past customers
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Sustainable growth is characterized by one simple rule: New customers come from the actions of past customers.
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If you don't know who your customer is, you don't know what quality is.
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Vanity metrics are the numbers you want to publish on TechCrunch to make your competitors feel bad.
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Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence.
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If we stopped wasting people's time, what would they do with it?
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We must learn what customers really want, not what they say they want or what we think they should want.
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Meritocracy is a good thing. Whenever possibly, people should be judged based on their work and results, not superficial qualities.
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The attributes for entrepreneurs cut both ways. You need the ability to ignore inconvenient facts and see the world as it should be and not as it is. This inspires people to take huge leaps of faith. But this blindness to facts can be a liability, too. The characteristics that help entrepreneurs succeed can also lead to their failure.
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A head start is rarely large enough to matter, and time spent in stealth mode-away from customers-is unlikely to provide a head start. The only way to win is to learn faster than anyone else.
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Science and vision are not opposites or even at odds. They need each other. I sometimes hear other startup folks say something along the lines of: 'If entrepreneurship was a science, then anyone could do it.' I'd like to point out that even science is a science, and still very few people can do it, let alone do it well.
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All innovation begins with vision. It’s what happens next that is critical.
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The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.
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Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer' anything else is waste.
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What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.
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