Libro: La ciencia del crecimiento de las empresas (de redes)

'La ciencia del crecimiento': Lo que Facebook sabía, pero lo que no hizo Friendster Pittsburgh Post Gazette Sean Ammirati autor de la foto Por Brian Rossi / Pittsburgh Post-Gazette Con más de 27 millones de empresarios en los EE.UU. y $ 128 millones de dólares en capital de riesgo mundial creció en 2015, la demanda de orientación sobre la gestión de productos está en plena marcha. "The Science of Growth: How Facebook Beat Friendster — and How Nine Other Startups Left the Rest in the Dust", fue escrito por un empresario y capitalista de riesgo Sean Ammirati, un instructor en la Universidad Carnegie Mellon que vendió su empresa a LinkedIn. El Sr. Ammirati ofrece hasta algunas prácticas probadas y verdaderas que son compatibles con su metodología...

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Un repaso a la Lean Startup

Por qué respaldo a Eric Ries por sobre Peter Thiel Jason Saltzman - Entrepreneur En mi entrevista con Eric Ries, Eric llamó Peter Thiel crítica su libro, "Lean Startup". Su crítica es a Lean Startup como experimentación agnóstica es más o menos en hacer encuestas y pidiendo a los clientes lo que quieren, y en realidad no tienen una visión propia del emprendedor", dijo Eric. "Si usted va a cualquier laboratorio científico moderno y ves gente haciendo un montón de experimentos, que no sería como, '¡Oh! ¡Un montón de experimentación agnóstica! "La gente en el laboratorio se reiría en su cara". Yo no soy un multimillonario de Internet, y no pretendo saber más que alguien que, obviamente, ha demostrado su capacidad de crear valor e invertir...

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Lean Startup como una filosofía empresarial en boga

Beyond Lean Startups: Eric Ries’ movement heads to Fortune 500, government, and beyond Conrad Egusa is the co-founder of Espacio, the co-owner of Colombia Reports, and is currently a mentor at The Founder Institute. Lean Startup: the name itself evokes images of a computer science graduate working on the next big idea in a garage-office, boxes of Ramen noodles stacked to the ceiling. During the first years of its development, the Lean Startup phenomenon fed on this image. Eric Ries, who coined the term “Lean Startup” and is the author of the popular guidebook that codifies the methodology behind it, is in the position he is today because of the startup community quick to adopt a model privileging flexibility and...

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Blank: Why the Lean Start-Up Changes Everything (Harvard Business Review) (2/2)

Blank- Por que el emprendimiento ultraligero está cambiando todo Publish at Calameo or read more publications...

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¿Por qué Lean Startup está cambiando todo? (1/2)

Why the Lean Start-up Changes Everything by Danny Ackerman  Why the Lean Start-up Changes Everything, an article in the Harvard Business Review by Steve Blank makes the compelling argument that mainstream adoption of the lean start-up is not only attainable, but would provide the basis for a newer innovation based economy. He begins by comparing prevailing start-up management techniques of the past 40 years to the lean start-up and how the lean start-up would change the economy: Using lean methods across a portfolio of start-ups will result in fewer failures than using traditional methods. A lower start-up failure rate could have profound economic consequences. Today the forces of disruption, globalization, and regulation...

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Lean Startup: Aprender (4/4)

The Lean Startup in a Nutshell IV: Learn In this part of the Lean Startup in a Nutshell series, we finally close the build-measure-learn loop and learn how to—well, learn. Learning is arguably the most crucial step within the feedback loop. If a startup is unable to learn properly, people's time is wasted. Lean means: eliminate waste. Waste is eliminated by learning as much as possible as frequently as possible. Customer interviews Learning from accessible and actionable metrics is straightforward. Learning from qualitative one-on-one interviews with customers is harder. When conducting these interviews, the reality distortion field of the founders must be taken into account: True visionaries spend...

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Lean Startup: Medir (3/4)

The Lean Startup in a Nutshell III: Measure In this part of the Lean Startup in a Nutshell series, let us look at how to take the interactions between customers and our code and turn them into valuable data about these customers. Each technique described here is designed to help us become more data-driven and ease decision making by favoring facts over fiction. Split testing Spli testing (or A/B testing) is the core technique required to learn about user behavior. In a split test, we deliver a reference experience to some of our users and an alternative experience to the rest of our users—while measuring the impact of the change within one group as compared to the other. Split tests should be micro in...

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Lean Startup: Construir (2/4)

The Lean Startup in a Nutshell II: Build In this part of the Lean Startup in a Nutshell series, we discuss how to accelerate the first stage of the build-measure-learn feedback loop where we build code from ideas. Each technique is designed to help us build faster and eliminate waste. Minimum viable product In product development, the Minimum Viable Product or MVP is a strategy used for fast and quantitative market testing of a product or product feature, popularized by Eric Ries for web applications. — Wikipedia Or, as defined by Eric Ries himself, The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with...

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Lean Startup: Fundamentos (1/4)

The Lean Startup in a Nutshell I: Foundations I remembered a specific moment from my very first startup. It was the moment I realized my company was going to fail. My cofounder and I were at our wits’ end. The dot-com bubble had crashed, and we had spent all of our money. We were trying desperately to raise more, and we could not. The scene was perfect: it was raining, we were arguing in the street. We literally couldn’t agree on where to walk next, and so we parted, in anger, heading in opposite directions. (...) It remains a painful memory. We had begun as friends, and ended as enemies. The company limped along for months after, but our situation was hopeless. Looking back, I know our failure was inevitable, because we had no...

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