Eric Ries Quotes
Top 65 wise famous quotes and sayings by Eric Ries
Eric Ries Famous Quotes & Sayings
Discover top inspirational quotes from Eric Ries on Wise Famous Quotes.
Zero invites imagination, but small numbers invite questions about whether large numbers will ever materialize.
Customers don't care how much time something takes to build. They care only if it serves their needs.
The goal of every startup experiment is to discover how to build a sustainable business around that vision.
focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work.
managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution,
Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence.
we figure out what we need to learn and then work backwards to see what product will work as an experiment to get that learning.
As Cook says, "Success is not delivering a feature; success is learning how to solve the customer's problem."4
By the time that product is ready to be distributed widely, it will already have established customers.
The critical first question for any lean transformation is: which activities create value and which are a form of waste? Once
Most phenomenal startup teams create businesses that ultimately fail. Why? They built something that nobody wanted.
dot-com flameouts that erroneously believed that they could lose money on each customer but, as the old joke goes, make it up in volume.
Using the Lean Startup approach, companies can create order not chaos by providing tools to test a vision continuously.
In fact, entrepreneurship should be considered a viable career path for innovators inside large organizations.
Leadership requires creating conditions that enable employees to do the kinds of experimentation that entrepreneurship requires.
it's human nature to assume that when we see a mistake, it's due to defects in someone else's department, knowledge, or character,
Sustainable growth is characterized by one simple rule: New customers come from the actions of past customers.
We must learn what customers really want, not what they say they want or what we think they should want.
Product managers figure out what features are likely to please customers; product designers then figure out how those features should look and feel.
This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.
Meritocracy is a good thing. Whenever possibly, people should be judged based on their work and results, not superficial qualities.
Peter Drucker said, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all."2
Most companies are busy making their products worse, not better. Updating is almost always a disaster.
Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn't mean it cannot be managed.
A solid process lays the foundation for a healthy culture, one where ideas are evaluated by merit and not by job title.
What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget?
We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product you should build.
I call this building an adaptive organization, one that automatically adjusts its process and performance to current conditions.
The Lean Startup works only if we are able to build an organization as adaptable and fast as the challenges it faces. This
Building a startup is an exercise in institution building; thus, it necessarily involves management. This
It doesn't matter if you call it a boom or a bubble. The startup business moves in cycles, and what goes up will eventually come down.
we think we can truly short-circuit the ramp by killing things that don't make sense fast and doubling down on the ones that do.