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This is one of the most important discoveries of the lean manufacturing movement: you cannot trade quality for time. If you are causing (or missing) quality problems now, the resulting defects will slow you down later.
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The big question of our time is not Can it be built? but Should it be built?
As Peter Drucker said, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”
“Knowing Lean Startup principles makes me feel like I have superpowers. Even though I’m just a junior employee, when I meet with corporate VPs and GMs in my large company, I ask them simple questions and very quickly help them see how their projects are based on fundamental hypotheses that are testable. In minutes, I can lay out a plan they could follow to scientifically validate their plans before it’s too late. They consistently respond with ‘Wow, you are brilliant. We’ve never thought to apply that level of rigor to our thinking about new products before.’ ”
Only by building a model of customer behavior and then showing our ability to use our product or service to change it over time can we establish real facts about the validity of our vision.
We would not waste time on endless arguments between the defenders of quality and the cowboys of reckless advance; instead, we would recognize that speed and quality are allies in the pursuit of the customer’s long-term benefit. We would race to test our vision but not to abandon it. We would look to eliminate waste not to build quality castles in the sky but in the service of agility and breakthrough business results.
We would respond to failures and setbacks with honesty and learning, not with recriminations and blame.
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