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The goal of every startup experiment is to discover how to build a sustainable business around that vision.
|
57 |
 |
Even when experiments produce a negative result, those failures prove instructive and can influence the strategy.
|
63 |
 |
…even the seasoned managers and executives at the world’s best-run companies struggle to consistently develop and launch innovative new products.
|
72 |
 |
Deciding exactly how complex an MVP needs to be cannot be done formulaically. It requires judgment.
|
95 |
 |
…startups have the advantage of being obscure, having a pathetically small number of customers, and not having much exposure… use these advantages to experiment…
|
112 |
 |
You have to commit to a locked-in agreement – ahead of time – that no matter what comes of testing the MVP, you will not give up hope.
|
112 |
 |
Every product development, marketing, or other initiative that a startup undertakes should be targeted at improving one of the drivers of its growth model.
|
119 |
 |
…this is the sign of a successful pivot: the new experiments you run are overall more productive than the experiments you were running before.
|
125 |
 |
…the three A’s of metrics: actionable, accessible, and auditable.
|
143 |
 |
…a pivot: a structured course correction designed to test a new fundamental hypothesis about the product, strategy, and engine of growth.
|
149 |
