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Unfortunately, standard accounting is not helpful in evaluating entrepreneurs. Startups are too unpredictable for forecasts and milestones to be accurate.
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115 |
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A startup has to measure progress against a high bar: evidence that a sustainable business can be built around its products or services.
|
126 |
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Startups need organizational structures that combat the extreme uncertainty that is a startup’s chief enemy.
|
181 |
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The Lean Startup works only if we are able to build an organization as adaptable and fast as the challenges it faces.
|
205 |
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…one of the most expensive forms of potential waste for a startup is spending time arguing about how to prioritize new development once it has a product on the market.
|
209 |
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Engines of growth are designed to give startups a relatively small set of metrics on which to focus their energies.
|
209 |
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…successful startups usually focus on just one engine of growth, specializing in everything that is required to make it work.
|
219 |
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Getting a startup’s engine of growth up and running is hard work, but the truth is that every engine of growth eventually runs out of gas.
|
222 |
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Today successful companies face immediate pressure from new competitors, fast followers, and scrappy startups.
|
252 |
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…startups are both easier and more demanding to run than traditional divisions: they require much less capital overall, but that capital must be absolutely secure from tampering.
|
254 |
