The Lean Startup: Difference between revisions
Content deleted Content added
No edit summary Tag: Reverted |
No edit summary Tag: Reverted |
||
Line 56:
=== III – Accelerate ===
📦 '''9 – Batch.''' The envelope‑stuffing exercise shows how single‑piece flow beats large‑batch processing by surfacing errors sooner and finishing the total job faster. Toyota’s pioneers—Taiichi Ohno and Shigeo Shingo—used SMED and small, general‑purpose machines to shrink changeover time and enable variety, a logic startups reuse to speed learning. Applied to software at IMVU and in other settings, teams ship features one at a time, keep work‑in‑process low, and run more experiments with less waste. ''The biggest advantage of working in small batches is that quality problems can be identified much sooner.''
🌱 '''10 – Grow.''' Sustainable expansion is modeled as a feedback loop driven by one primary engine at a time—sticky (retention), viral (peer‑to‑peer spread), or paid (LTV exceeds CPA). Cohort metrics guide tuning: for the viral engine, focus on behaviors that raise the viral coefficient toward or above 0.9 while ignoring changes that don’t affect the loop. Product work concentrates on the few levers that move the chosen engine rather than “a zillion” optimizations. ''Therefore, I strongly recommend that startups focus on one engine at a time.''
🦎 '''11 – Adapt.''' Fast organizations build in speed regulators: stop‑the‑line responses, small corrective actions, and the Five Whys to convert defects and outages into durable learning. The method keeps blame low and systems thinking high—bring the right people into the room, make proportional investments, and institutionalize small fixes so quality improves as you scale. The aim is an operating culture that updates itself as conditions change. ''I call this building an adaptive organization, one that automatically adjusts its process and performance to current conditions.''
💡 '''12 – Innovate.'''
| |||