Part of the LEAN series which started with The Lean Start-up. This is the workbook for the The Lean Start-up and more. Lean development rose out of the AGILE camp and remains a major POV for the technology development sector. My interest comes from experience with companies that start into AGILE but, fail to implement it in their management structure/style. This LEAN series is a good way to start on changing how to manage companies who are innovators. A very few folks are writing about adopting AGILE techniques in sales and marketing , but it will come. A few key bullets for me from this very clear and well written book.

Build only the Minimum Value Product – always testing customer response.

• Look for Minimum Marketing Features (what customers value – and you would write up)
• Use Kanban charts ( from The Toyota Way) to organize and constrain workflow
• Done = validated with learning from customers
• Measure product marketing fit all the time.

On Freemium (he is not a fan) :

• Delays learning about what price buyers will pay
• Low or no conversion – give away too much
• Lengthens validation cycle
• Shift focus to wrong metric – signups vs retention
• Low signal to noise ration – what is important feedback
• Free users are not free – account for free users as a marketing expense

Mailchimp started with a paid version and after much time backed into a free one. Users should easily outgrow a free plan. This is LinkedIn’s issue. IMHO. Buy this book and The Lean Startup.


ISBN 9781449305178
2012

Book review by Reg Nordman

Absolutely spot on book. I have lived through just about everything Eric talks about in this book. Especially when he comes to companies that fail. I wish I had this book fifteen years ago. However dear reader you can benefit from this book now. Our firm is meeting way to many companies who go lean in development (agile) without adjusting their management style. Ries gives these folks a process and systems that can be used to dig themselves out of their holes. Most of the points are not new, we have been using them for decades. What is new is how they are strung together to dramatically improve a start ups chance to get traction, break out into huge income territory and prevent “the fail”. For example:

• Startups must be and can be managed
• Use learning milestones vs goods produced
• A hundred tests is preferred to one big launch
• look for positive improvements in core metrics = market what the buyer will buy
• stay away from vanity metrics
• test your assumptions as you separate them from facts
• be thorough and thoughtful

In technology a must read for all leaders. Other leaders will benefit from this as well.


ISBN 9780307887894
2012

Book review by Reg Nordman

• There are no quick fixes
• Top leaders need to commit to continuous improvement ( their operations and themselves)
• Top leaders develop others – continuously teaching (discovery method)
• Commit to long term R&D at the floor level.
• Leaders position teams to win
• The approach is contextually dependent – people, division, plant, country
• Metrics are used as a tool for self improvement – not a basis for rewards
• You don’t go home until the problem is fixed.
• The company commits to leadership development
• The desire to want to be excellent is in us all.

This book is essential management reading. A must have on your shelf. 

ISBN 9780071780780
2012

Book review by Reg Nordman

• Our ability to rationalize
• Conflicts of interest (increase own income)
• Creativity ( types that is)
• One immoral act (slips the slope)
• Being depleted (of resistance) – good lessons for dieters
• Others benefiting from our dishonesty ( love company)
• Watching others behave dishonestly (well he did it)
• Culture that gives examples of dishonesty

• Pledges work
• Signatures
• Moral reminders
• Supervision