Ash Maurya Running Lean Pdf Viewer
A hands-on guide to the metrics that matter most to young tech startups.In the early stages of a tech startup's life, it's hard to decipher the meaningfulmetrics from the distractions. How do you know if your product is working?
Is itthe number of new signups? Average amount of time spent on the site?
Revenue,even if you don't have a revenue model yet?In Scaling Lean, A hands-on guide to the metrics that matter most to young tech startups.In the early stages of a tech startup's life, it's hard to decipher the meaningfulmetrics from the distractions. How do you know if your product is working? Is itthe number of new signups? Average amount of time spent on the site? Revenue,even if you don't have a revenue model yet?In Scaling Lean, serial entrepreneur and author of the startup cult classicRunning Lean Ash Maurya offers a tactical handbook for measuring and scaling atech startup with maximum efficiency and efficacy. Maurya pairs real-worldexamples of startups like Airbnb and Dropbox with techniques and language fromthe manufacturing world to create a new model for measuring and describing anearly stage startup's success.
Scaling Lean is an indispensable handbook forstartup founders graduating from the incubator stage to build their business in thereal world. Best quotes and notes:'Building a scalable and successful business starts with knowing what to measure and how.'
'You are the first investor in your business idea. You invest with time, which is more valuable than money.' (promo)'the top reason products fail is not a failure to build out the product, but rather a failure to build a repeatable and scalable business model.' 'You don’t need lots of numbers, but a few key actionable metrics.'
'While running Best quotes and notes:'Building a scalable and successful business starts with knowing what to measure and how.' 'You are the first investor in your business idea.
You invest with time, which is more valuable than money.' (promo)'the top reason products fail is not a failure to build out the product, but rather a failure to build a repeatable and scalable business model.' 'You don’t need lots of numbers, but a few key actionable metrics.' 'While running experiments is a key activity in the Lean Canvas business model, you have to know how to design them for breakthrough learning.' 'Scientists first build a model. Then they use experiments to validate (or invalidate) their model.' '“The essence of strategy is choosing what not to do.” —MICHAEL PORTER'Specifically, it teaches you how to effectively define, measure, and communicate progress with your internal and external stakeholders using the six-step meta-framework shown below: 1) Goal 2) Observe and Orient 3) Learn, Leverage, or Lift 4) Experiment 5) Analyze 6) Next Actions'No methodology can guarantee success.
But a good methodology can provide a feedback loop for continual improvement and learning.' 'There is no business in your business model without revenue.' 'Traction is the rate at which a business model captures monetizable value from its users.' 'Making happy or badass customers gets you paid. Doing this repeatedly and sustainably is the universal goal of every business.' 'Customer throughput is the rate at which nonpaying users are processed into paying customers.'
'Lifetime Value (LTV) is the projected revenue that a customer will generate during his lifetime.' 'Before you rush to declare customer segment A the more valuable group, don’t forget to factor in the cost of raw materials or the Cost of Customer Acquisition (COCA).' 'Your business model, NOT your solution, is the product.' 'Your minimum success criteria are the smallest outcomes that would deem the project a success for you X years from now.' 'If you could double your pricing, and not lose more than half your customers, you would still come out ahead.' 'Projected customer lifetime = 1 / (monthly churn rate)'While ideas are cheap, acting on them is quite expensive.' 'An offer is made up of three things: your unique value proposition, a demo, and pricing.'
'An MVP is the smallest solution that creates and captures monetizable value from users.' 'You don’t need lots of users, just a few good customers.' 'You don’t need lots of users to validate a business model.' 'Twitter found that its aha moment is when people start following at least ten people.' 'Cohorts help you measure relative progress by pitting one batch of users against another.'
'At any given point in time, the throughput of a system is limited by only a single constraint. —ELIYAHU GOLDRATT, THEORY OF CONSTRAINTS'Money only lets you do more of whatever you are already doing.' 'Every process works well until you add people.' 'Test your ideas through experiments. These ideas or plans are then tested through one or more small, fast, additive experiments using the Build/Measure/Learn cycle.' 'Constraints Create Space for Innovation'Correctly identifying the “real” constraint will often drive the right next action you take.'
'Five Whys is a question-asking method used to explore the cause/effect relationships underlying a particular problem or undesirable effect.' 'Macro metrics help locate where the hot spots lie, while micro metrics help troubleshoot why.' 'An effective approach is comparing how the behaviors of your users who stay differ from those of users who leave. Yes, this is a kind of cohort analysis.
Facebook, for instance, found that users who added at least seven friends in the first ten days were much more likely to stay engaged. It'Learning experiments are for hypothesis generation, while throughput experiments are for hypothesis validation.' 'How can I without?'
'“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” —SUN TZU'Strategy is a proposal for how to increase customer throughput from point A to point B within a time frame X.'
'A single experiment can never completely validate a strategy, but it can completely invalidate it.' 'People so hate to be proven wrong that in crucial decision-making moments, they’ll take the safe or neutral route.' 'Any estimation is better than no estimation.'
'“The right process will produce the right results.” —JEFFREY LIKER, THE TOYOTA WAY'There is no such thing as a failed experiment, only experiments with unexpected outcomes. —BUCKMINSTER FULLER'A live customer conversation is often the best way to uncover what you don’t know that you don’t know.' '“To raise new questions, new possibilities, to regard old problems from a new angle, requires creative imagination.” —ALBERT EINSTEIN'“The efficiency of a team is approximately the inverse of the square of the number of members in the team.” —MARC HEDLUND'“The two pizza team rule: Any team should be small enough that it could be fed with two pizzas.” —JEFF BEZOS, AMAZON'because people can read faster than you can talk.'
This review has been hidden because it contains spoilers. To view it,I really wanted to love this book: Running Lean is my favorite book for introducing someone to Lean startup as it provided scripts an aspiring practitioner could put to use right away. Ash didn't completely abandon this approach, but unfortunately he also added in too much extraneous commentary for my liking. That being said, parts of this book greatly advanced my thoughts on how to apply lean within my org.The Good:Ballparking estimates: we've all heard the PM interviews questions about 'how I really wanted to love this book: Running Lean is my favorite book for introducing someone to Lean startup as it provided scripts an aspiring practitioner could put to use right away. Ash didn't completely abandon this approach, but unfortunately he also added in too much extraneous commentary for my liking.
That being said, parts of this book greatly advanced my thoughts on how to apply lean within my org.The Good:Ballparking estimates: we've all heard the PM interviews questions about 'how many ping-pong balls could fit in a VW?' (I never understood the point before) Ash introduces a way to come up with reasonable estimates that can be used to check the potential for a plan.Explicitly calling out constraints. Its common go try to solve problems by throwing more resources at them. ('If we just build this one more feature'). A business' success is tied to leverage and achieving more with less.Sprint meeting agendas!
While I've previously run experiment planning and review meetings with stakeholders, I was excited to see this structure and plan to incorporate it in future meetings.The Not-GoodThe metaphor of the Customer Factory and measuring throughout was meh, and the middle chapters of the book just rehashed Pirate Metrics. If you're reading this book, I assume you already have the fundamentals down. If not, go read Running Lean.I found myself skimming through about a third of this book, waiting to find nuggets of practical application, which is where Ash shines.In all, I'm glad I finally forced myself to finish this book ( I started it 8 months ago!) there's a lot of good material in here, it's just sprinkled in with a lot of extraneous background I didn't need.
This is one of those super easy books to read that communicates only so much to give what it wants to give and nothing more can be demanded of it.There are basically three models that are explained in this book - lean canvas, traction and customer factory. Terms such as TOC, customer throughput, throughput, monetizable value etc.
Are something that are inherently lean manufacturing concepts but they are mapped intelligently to scaling startups. Not much has been written about how to achieve This is one of those super easy books to read that communicates only so much to give what it wants to give and nothing more can be demanded of it.There are basically three models that are explained in this book - lean canvas, traction and customer factory. Terms such as TOC, customer throughput, throughput, monetizable value etc. Are something that are inherently lean manufacturing concepts but they are mapped intelligently to scaling startups.
Not much has been written about how to achieve traction. Would have been better if the book would have been broken down into 3 mini-books with each model becoming a book itself. A deep-dive is essential when models are built.There's so much information that can be extracted out of these models. No organizational function was discussed in the book.
Sales, marketing, product management, finance, customer service? Seemed like a regurgitation of random facts to make them sound intellectual for the sake of writing a book on startups. This was neither an out and out book on startups nor on entrepreneurship. I can't say that I didn't gain anything from reading the book, but my life would be okay if I had not read this book.Random Silicon Valley rant. The reality of how startups are run in the real world is not through frameworks or plans but through instincts.
This book is choke-full of PLANS that will never work for a growth startup. Mature startups require high-level management skills that require traditional frameworks. I can't understand the target audience of this book.Seriously. After this, I think I should write a book. Waste of time honestly.A lot of empty phrases and no brainers as well as just plain wrong information.
Someone who has been active in the business world for years should know that Facebook does not spend billions every month on hosting - with their 2015 revenue just short of six billion they'd be bankrupt within less than a year.If you can't even get your facts straight (or at least not so obviously wrong) then don't expect me to believe your other statements.Two stars since there are one or two Waste of time honestly.A lot of empty phrases and no brainers as well as just plain wrong information. Someone who has been active in the business world for years should know that Facebook does not spend billions every month on hosting - with their 2015 revenue just short of six billion they'd be bankrupt within less than a year.If you can't even get your facts straight (or at least not so obviously wrong) then don't expect me to believe your other statements.Two stars since there are one or two concepts which actually might make sense for a startup to apply.
Don't expect anything terribly life-changing or mind-blowing though. A must read if your are using Lean Startup methodology in your new enterprise. If you aren't you should be, so read this book.I found myself rereading but never finishing it.
It took a concerted effort to study it and capture the process and actionable steps. Plenty of demonstrable wisdom in here, it just takes a lot of effort to extract it.The tool and methodology assume you have successfully tested an MVP and have some indication of problem solution fit.However don't wait for that stage to A must read if your are using Lean Startup methodology in your new enterprise. If you aren't you should be, so read this book.I found myself rereading but never finishing it. It took a concerted effort to study it and capture the process and actionable steps. Plenty of demonstrable wisdom in here, it just takes a lot of effort to extract it.The tool and methodology assume you have successfully tested an MVP and have some indication of problem solution fit.However don't wait for that stage to read this as it has plenty of applicable tools for your very early stages too.
Unlike many reviews here, I will focus on the takeaways from this book. Two main goals for this: I solidify key terms I learned, and help those who did not read the book get a glimpse of what the book is all about (we all have heard that phrase: don’t judge a book by its cover). So if you find a point catching your attention, feel free to grab the book and read it.7 Takeaways:- Traditional Accounting metrics and key performance indicators (KPI) like Revenue, Profit, and ROI are not helpful inUnlike many reviews here, I will focus on the takeaways from this book. Two main goals for this: I solidify key terms I learned, and help those who did not read the book get a glimpse of what the book is all about (we all have heard that phrase: don’t judge a book by its cover).
So if you find a point catching your attention, feel free to grab the book and read it.7 Takeaways:- Traditional Accounting metrics and key performance indicators (KPI) like Revenue, Profit, and ROI are not helpful in early stages because they all track numbers that are negative or near zero. Plus, such metrics can tell you only what’s going on, not why. Normally, revenue would be zero initially and thus we use velocity as a measure of progress. Author suggests not investing heavily in quantitative metrics - unless you can connect cause and effect, which it’s not easy to leverage the element that is bringing you success - and therefore can be easily led down the wrong path. Remember, a rising tide lifts all boats, but a failing tide lifts all fingers.- No methodology can guarantee success. But a good methodology can provide a feedback loop for continual improvement and learning.- Create value to your customers through unique value proposition (UVP), which is the intersection of your customer problems and your solution.
CREATED VALUE. This is a masterful follow up to Maurya's first book, Running Lean. He borrows the concept of identifying and minimizing constraints from supply chain theory and applies it to product development. It's a fascinating and useful insight in addressing the paradox that following metrics does not bring you any closer to understanding WHY things are happening. They only tell you WHAT is happening.Maurya's insistence on repeatability over growth in the early stages of product launch is insightful, as This is a masterful follow up to Maurya's first book, Running Lean.
He borrows the concept of identifying and minimizing constraints from supply chain theory and applies it to product development. It's a fascinating and useful insight in addressing the paradox that following metrics does not bring you any closer to understanding WHY things are happening. They only tell you WHAT is happening.Maurya's insistence on repeatability over growth in the early stages of product launch is insightful, as well as his 4 action response to failure (Retire, Persevere, Pivot, Reset).A lot of material is recycled from his Running Lean framework, so if you are familiar with that framework, this is a really quick read. 'Life's too short to build something nobody wants.' I have been an entrepreneur for more than a decade, and throughout that time I have been in search of a better, faster way for building successful products.Then I ran into early works on Customer Development and Lean Startup pioneered by Steve Blank and Eric Ries.
Ash Maurya Running Lean Pdf Viewer Pdf
I joined in on the conversation and have been rigorously applying and testing these 'Life's too short to build something nobody wants.' I have been an entrepreneur for more than a decade, and throughout that time I have been in search of a better, faster way for building successful products.Then I ran into early works on Customer Development and Lean Startup pioneered by Steve Blank and Eric Ries.
I joined in on the conversation and have been rigorously applying and testing these principles since then. I started sharing my learning on this blog, which then turned into a book, and subsequently into a series of products aimed at helping entrepreneurs raise their odds of success.That is my mission and reason for being.
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We live in an age of unparalleled opportunity for innovation. We’re building more products than ever before, but most of them fail—not because we can’t complete what we set out to build, but because we waste time, money, and effort building the wrong product.What we need is a systematic process for quickly vetting product ideas and raising our odds of success. That’s the promise of Running Lean.In this inspiring book, Ash Maurya takes you through an exacting strategy for achieving a 'product/market fit' for your fledgling venture, based on his own experience in building a wide array of products from high-tech to no-tech. Table of Contents.