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Lessons Learned: The lean startup

( Update April, 2011: In September, 2008 I wrote the following post in which I published my thoughts on the term " lean startup " for the first time. In the interests of preserving that history, I have left the original post unchanged and unedited. To learn more about the progress of the the lean startup movement since 2008, click here .) I've been thinking for some time about a term that could encapsulate trends that are changing the startup landscape. After some trial and error, I've settled on the Lean Startup. I like the term because of two connotations: http://www.startuplessonslearned.com/2008/09/lean-startup.html
Lean Startup Machine is the brainchild of Trevor Owens, Josh Horn, and Ben Fisher, a hackathon-style competition where teams come together on a Friday evening and build a brand new startup – by Sunday. It’s an impossibly short amount of time. To make it more difficult, unlike your standard issue hackathon, the judging on Sunday is not just about who can make a cool-looking prototype. Teams launch real products to real customers.

Lessons Learned: A month is fifteen weekends

http://www.startuplessonslearned.com/2011/02/month-is-fifteen-weekends.html

Lessons Learned: Minimum Viable Product: a guide

http://www.startuplessonslearned.com/2009/08/minimum-viable-product-guide.html One of the most important lean startup techniques is called the minimum viable product . Its power is matched only by the amount of confusion that it causes, because it's actually quite hard to do. It certainly took me many years to make sense of it.
http://www.startuplessonslearned.com/2009/04/validated-learning-about-customers.html

Lessons Learned: Validated learning about customers

Would you rather have $30,000 or $1 million in revenues for your startup? Sounds like a no-brainer, but I’d like to try and convince you that it’s not. All things being equal, of course, you’d rather have more revenue rather than less. But all things are never equal. In an early-stage startup especially, revenue is not an important goal in and of itself.
The Toyota Way is a set of principles and behaviors that underlie the Toyota Motor Corporation's managerial approach and production system. Toyota first summed up its philosophy, values and manufacturing ideals in 2001, calling it “The Toyota Way 2001.” It consists of principles in two key areas: continuous improvement, and respect for people. [ 1 ] [ 2 ] [ 3 ] [ edit ] Overview of the principles The two focal points of the principles are continuous improvement and respect for people. The principles for a continuous improvement include establishing a long-term vision, working on challenges, continual innovation, and going to the source of the issue or problem. http://en.wikipedia.org/wiki/The_Toyota_Way

The Toyota Way - Wikipedia, the free encyclopedia

http://www.startuplessonslearned.com/2008/09/three-drivers-of-growth-for-your.html

Lessons Learned: The three drivers of growth for your business model. Choose one.

Master of 500 Hats: Startup Metrics for Pirates (SeedCamp 2008, London) This presentation should be required reading for anyone creating a startup with an online service component. The AARRR model (hence pirates, get it?) is an elegant way to model any service-oriented business: We used a very similar scheme at IMVU, although we weren't lucky enough to have started with this framework, and so had to derive a lot of it ourselves via trial and error. Dave's done a great job of articulating the key metrics you want to look at in each of these five areas, and I won't bother repeating them here (go read the presentation already).