A Quote by Steve Blank

Customer discovery is the process of translating a founder's vision for the company into hypotheses about each component of the business model and creating a set of experiments to test each hypothesis.
The Lean Startup process builds new ventures more efficiently. It has three parts: a business model canvas to frame hypotheses, customer development to get out of the building to test those hypotheses, and agile engineering to build minimum viable products.
Money, while clearly helpful in solving myriad problems, can often conceal a business's real flaws. It can also risk rigidifying a company's business model at the very moment it should be in 'customer discovery' mode or iterating around market opportunities.
Any dispassionate observer would recognize that on Day One, a start-up has no customers, and unless the founder is a true domain expert, he or she can only guess about the customer, problem, and business model.
Products a start-up builds are really experiments…Learning about how to build a sustainable business is the outcome of those experiments [which follow] a three-step process: Build, measure, learn.” “[A startup is] … an organization dedicated to creating something new under conditions of extreme uncertainty.
He has such a clear vision of exactly what he wanted out of each character, out of each set, out of each wardrobe change, out of each emotional beat, and action.
Face-to-face customer feedback refines or validates every component of the startup's business model, not just the product itself.
A big part of the accelerator is to help scientists become entrepreneurs. I like to think about each business being built on three major areas: creating the value, creating the product, and extracting the value. We provide help in each of these areas.
The physicist can never subject an isolated hypothesis to experimental test, but only a whole group of hypotheses.
As a founder, you are a very active component of your company.
All interpretations made by a scientist are hypotheses, and all hypotheses are tentative. They must forever be tested and they must be revised if found to be unsatisfactory. Hence, a change of mind in a scientist, and particularly in a great scientist, is not only not a sign of weakness but rather evidence for continuing attention to the respective problem and an ability to test the hypothesis again and again.
Discovery follows discovery, each both raising and answering questions, each ending a long search, and each providing the new instruments for a new search.
My model for business is The Beatles. They were four guys who kept each other kind of negative tendencies in check. They balanced each other and the total was greater than the sum of the parts. That's how I see business: great things in business are never done by one person, they're done by a team of people.
Nobody owes anybody anything; it's up to each individual to set high standards for himself or herself, and to set about working hard and creating a solid future.
In my office I have a sign that says, 'Don't think. Just write!' and that's how I work. I try not to worry about each word, or even each sentence or paragraph. For me, stories evolve. Writing is a process. I rewrite each sentence, each manuscript, many times.
However the machine would permit us to test the hypothesis for any special value of n. We could carry out such tests for a sequence of consecutive values n=2,3,.. up to, say, n=100. If the result of at least one test were negative, the hypothesis would prove to be false; otherwise our confidence in the hypothesis would increase, and we should feel encouraged to attempt establishing the hypothesis, instead of trying to construct a counterexample.
My model for business is The Beatles: They were four guys that kept each others' negative tendencies in check; they balanced each other. And the total was greater than the sum of the parts.
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