The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses Hardcover – September 13, 2011

Book was purchased as "used" at a fraction of original price, but was in pristine condition - I'm not sure it was every used by previous owner. Shipping time was fast.

Una muy completa guía para aquellos que desean adquirir una visión amplia del desarrollo de Startups mediante el uso de las técnicas modernas de producción.

If you work for a startup in any sense, or have entrepreneurial visions of grandeur, The Lean Startup by Eric Ries will make an excellent addition to your bookshelf. Eric Ries, a seasoned entrepreneur and co-founder of IMVU (an 3D avatar based chat room), has crafted an excellent introduction to startup best practices. From inception to maturity, any startup, whether a seedling or an The Lean Startupoffshoot from a well established business sequoia, can gain valuable information on how to use lean startup methodologies to help eliminate wasteful activities and instead focus on the projects and techniques to help break through the bonds of linear growth and achieve the exponential.What I found most interesting about these best practices was the initial focus on a minimal viable product to test customer interaction and appreciation of a particular business idea. By building a rough draft of a product or feature, and unleashing it into the wild (even in perhaps an imperfect state), a company can gain valuable insights into whether or not the feature will gain traction with customers. Through the use of real life startup stories, Ries demonstrates how spending many months of careful planning, only to release a product that is ‘not quite’ what the customer is looking for, can cost a great deal of unnecessary time and energy. If instead, products and features are built to be ‘just good enough’, valuable customer data can be gathered, and utilized to either enhance the minimal viable product to make it more production worthy, or pivot onto something else that may be more valuable to the customer.This customer-centric approach permeated the entirety of the book, which, coming from a developer’s standpoint, is not something I feel we generally think about enough. Developers are often extremely code-centric in their thinking. This is certainly important (don’t want to build complete junk, even if it is only the minimal viable product), but we also should not be oblivious to the business needs of our customers. Ries emphasizes that in a startup, all employees and stake-holders, regardless of roles, should be in constant communication with each other to ensure the system being built is indeed for the customer. And while participating in business thought and discussion, developers can gain deeper insight into customer needs, helping them avoid rabbit trails and design the most appropriate system for any particular feature. At Within3, the startup I currently work for, company and product managers, business development, and customer support weekly share goals and practices which I definitely appreciate. It helps me feel more integrated into the company as a whole, and offers the engineering team the opportunity to better understand both the in-house and customer needs for our business.While reading The Lean Startup, I did feel some of the points were hammered home a little to hard, and I found myself zoning out in a few places where the information seemed overly redundant or was presented like a college lecture. But thankfully, Ries would toss a real life startup story my way and re-engage me. I found the stories by far the most interesting and helpful aspect of the book and the most effective tool in validating Ries’ suggestions.All in all, a good read and a valuable looking glass into the moving parts of the startup engine and how to make them churn along as efficiently, and powerfully, as possible.

The Lean Startup is often recommended to entrepreneurs—but its core message is universal: test, learn, adapt.As someone who works with families, professionals, and organizations navigating conflict and complexity, I found myself constantly drawing parallels between Ries’s framework and the systems I’ve been building in the co-parenting space.Ries challenges you to stop building based on what you think people need and start validating solutions through real feedback loops. That’s not just a business principle—it’s a mindset shift that changes how we approach relationships, systems, and change itself.This book helped me refine how I build programs, respond to real-time needs, and create solutions that are sustainable, not just shiny. If you work in human-centered design, systems change, education, family services—or anywhere uncertainty is your norm—this book is gold.The Lean Startup isn’t just about startups. It’s about building anything that matters—with intention, feedback, and a willingness to pivot when needed.

Lean Startup is a well-written book with a lot of fresh ideas and thinking about start-ups and entrepreneurship. Eric Ries, author of the book, has had a fair share of start-up experience and in his last start-up (IMVU) experimented with a lot of non-standard ways of managing start-ups influenced by Steve Blank and the Toyota Production System (or lean and hence Lean Startup).The book is divided in 3 parts which roughly map to 'phases' of start-ups: 1) vision, 2) steer, and 3) accelerate. Each of these parts is divided in 4 chapters each simply named with one word such as "Test" or "Measure" (not incredibly descriptive).The first part is called Vision and defines Lean Start-up and its influences. It explains how start-ups are about validated learning and how the optimization of start-ups needs to be about how fast they go through the build-measure-learn cycle. When starting a new product, the first thing you need to get is feedback on the product, so it is important to get a Minimum Viable Product out as quickly as possible as learning about how to use the product is a lot more powerful than research or asking customers.The second part continues with the Minimum Viable Product and the learning. The learning we'll need to get from the product is whether our business assumptions (leap-of-faith assumptions) were in fact correct. Start-ups need to change their accounting system to measure their progress in validated learning. When there is enough learning, they can check their leap-of-faith assumption and make the decision to pivot (change a bit in one direction) or persevere (continue).The last part (accelerate) first covers small batches, one of the basic concepts behind lean start-up and then explores the different "engine of growth" that companies have and stress to focus on one of these. After that it gives Eric's perspective on building lasting companies that continue to improve. The author shared his adaptation of the five why technique. It ends with some general discussion about innovation in larger companies.The epilogue contains a surprisingly positive perspective on the principled of scientific management from Fredrick Taylor.All in all, I enjoyed the book quite a lot, especially the first 2 parts. The way the author has weaved a bunch of concepts together into one holistic framework is quite nice and very concrete. It is not easy to manage your company the way the author suggests as it requires a lot of discipline and introspection (both lacking in many companies). But the Lean Startup moves us away from the black art of startups and creates an interesting structure, or at least perspective, to starting up new ventures. Recommended reading.