Too busy to read?

As Steve Blank has been teaching entrepreneurs for years, the facts that we need to gather about customers, markets, suppliers, and channels exist only "outside the building." Startups need extensive contact with potential customers to understand them, so get out of your chair and get to know them.

The Lean Startup asks people to start measuring their productivity differently. 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.

I ask teams to adopt these simple rules: Be tolerant of all mistakes the first time. Never allow the same mistake to be made twice.

Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision.

Recall from Chapter 3 that value in a startup is not the creation of stuff, but rather validated learning about how to build a sustainable business. What products do customers really want? How will our business grow? Who is our customer? Which customers should we listen to and which should we ignore? These are the questions that need answering as quickly as possible to maximize a

my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty.

external, in my experience startup teams require three structural attributes: scarce but secure resources, independent authority to develop their business, and a personal stake in the outcome.

The Principles of Product Development Flow: Second Generation Lean Product Development by Donald G. Reinertsen.