Status Updates From 精實創業: 用小實驗玩出大事業

Lean Startup uses a different unit of progress, called validated learning.

And here comes my favourite part: Growth Engines ^_^

Very appealing so far.

Go outside your desk, beneran liat tuh calon user dan market yg ditarget sebelum buat produk. Baru sampe MVP, cara bikin MVP yg bahkan si groupun bs cuman pake wordpress pada masa itu.

No one could find the bad design of this product because nobody has use it.

hmm

For now I didnt find anything really useful

I love this book so far. Lots of great ideas that are motivating to get moving on my dormant ideas.

A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty

The second problem is that after seeing traditional management fail to solve this problem, some entrepreneurs and investors have thrown up their hands and adopted the “Just Do It” school of startups. This school believes that if management is the problem, chaos is the answer. Unfortunately, as I can attest firsthand, this doesn

All successful startup processes should be geared to accelerate that feedback loop

All successful startup processes should be geared to accelerate that feedback loop

If you cannot fail, you cannot learn.

Should this product be built.

Not all customers will except low quality products.

Document the hypothesis both the value and the growth hypothesis..build the mvp..measure through test experiments and actionable metrics then decide to pivot or preserve.

Have the courage to pivot and learning milestones are critical to assess the metrics of your mvp leap of faith.

Validated learning means deciding the metrics that will be measured and put on a cohort analysis through a split test methodology will give a wise decision making on what to preserve and what to pivot.

The split testing is a very good tool that help identify if the newly developed features have any effect on users behavior and inspire for finding better ideas to experiment and also it is critical to monitor the factors that affects your business growth.

It is getting interesting every day..the measurement chapter is giving me so much energy and insight about how to make sure you are on the right track.

117 to 120 are important to do any change on any level. First you need to set the variables that affect your growth and change. Second you need to know the current situation in relative to variables and you need to decide what the ideal numbers you are expecting. Third, take decisions and do experiments to make the numbers move. Finally, re-measure and see progress then decide to preserve or pivot.

With an infernal startup team, the sequence of accountability is the same: build an ideal model of the desired disruption that is based on customer archetypes, launch a minimum viable product to establish a baseline, and then attempt to tune the engine to get it closer to the ideal.

Such a dynamic change from traditional thinking about entrepreneurship and product management. I can't wait to put some of the principles into practice.

Started it as a part of my research for work...

When blame inevitably arises, the most senior people in the room should repeat this mantra: if a mistake happens, shame on us for making it so easy to make that mistake.

My revU so far: Prt-1 slwly intrducs subjct, wth gud case studies. Intersting!

Exciting start! Starts with an account of a familiar-sounding failure...

Till now i find every word in the book as extremely beneficial. I am afraid to finish the book because I am afraid I will not find valuable information in any other book and i am afraid to not benefit from each word.

This is a great book for any individuals building a product, including one's own image. The insights provided pretty much separates the leans from the ordinaries. Few important ideas includes building so called MVPs to quickly test hypothesis, metric learning, working in smaller batches, and the five whys.

The concept of scientific experiment and the validated learning is a game changer mind set