CHAPTER 1 – START
The myth of the loss of manufacturing capabilities: The huge productivity increases made
possible by modern mismanagement and technology have created more productivity
capacity than firms know what to do with. More output, less jobs.
Lean thinking: drawing on the knowledge and creativity of individual workers, shrinking
batch sizes, just-in-time production and inventory control, acceleration of cycle times.
Progress measure: Instead of measuring progress in manufacturing by the production of
high-quality physical goods, the lean startup measure progress through validated learning.
Productivity: When people are used to evaluating their productivity locally, they feel that a
good day is one in which they did their job well all day. The lean startup asks people to
figure out the right thing to build – the thing customers want and will pay for – as quickly as
possible.
Build-measure-learn feedback loop: instead of making a lot of assumptions, you can make
constant adjustments with a steering wheel called build-measure-learn. Through this process
we can learn if and when to make a sharp turn – a pivot.
CHAPTER 2: DEFINE
Innovation factory: A company´s only sustainable path to long-term economic growth is to
build an “innovation factory” that uses lean startup techniques to create disruptive
innovations on a continuous basis.
Culture and systems: It’s moving leaders from playing Caesar with their thumbs up and
down on every idea to – instead – putting in a culture and the systems so that teams can
move and innovate at the speed of the experimentation system.
CHAPTER 3: LEARN
Validated learning is not after-the-fact rationalization or a good story designed to hide
failure. It is a rigorous method for demonstrating progress when one is embedded in the soil
of extreme uncertainty in which startups grow. Validated learning is the process of
demonstrating empirically that a team has discovered valuable truths about a startups
present and future business prospects. It is more concrete, more accurate, and faster than
market forecasting or classical business planning.
Learning is the essential unit of progress for startups. The effort that is not absolutely
necessary for learning what customers want can be eliminated. This is validated learning,
because it is always demonstrated by positive improvements in the startups core metrics.
Validated learning is backed up by empirical data collected from real customers.
The way forward is to learn to see every startup in any industry as a grand experiment. The
question is not “can this product be built?” but “can this product be built?” and “can we
build a sustainable business around this set of products and services.
Your job is to find a synthesis between your vision and what customers would accept; it
wasn’t to capitulate to what customers thought they wanted or to tell customers what they
ought to want.
True startup productivity: systematically figuring out the right things to build. In the lean
startup, every product, every feature, every marketing campaign – everything a startup does
– is understood to be an experiment designed to achieve validated learning.
Lean thinking: Lean thinking defines value as providing benefit to the customer, anything
else is waste. In a manufacturing business, customers don’t care how the product is
assembled, only that it works correctly. But in a startup, who the customer is and what the
customer might find valuable are unknown, part of the very uncertainty that is an essential
part of the definition of a startup.
CHAPTER 4: EXPERIMENT
"One of the most important lessons of the scientific method – if you cannot fail, you cannot learn."
The experiment phase: it begins with a clear hypothesis that makes predictions about what
is supposed to happen. Startup experimentation is guided by the startups vision. The goal of
every startup experiment is to discover how to build a sustainable business around that
vision. Even when experiments produce a negative result, those failures prove instructive
and can influence strategy. In the lean startup model, an experiment is more than just a
theoretical inquiry; it is also a first product.
The two most important assumptions entrepreneurs make are:
The product manager usually says “I want this”, and the engineer answers “I am going to
build that”.
Instead answer 4 questions:
"Success is not delivering a feature; success is learning how to solve the customer’s problem."
