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Running Lean: Iterate from Plan A to a Plan That Works |  |
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Running Lean: Iterate from Plan A to a Plan That Works | |
Ash Maurya (@ashmaurya) is the founder of USERcycle. Since bootstrapping his last company seven years ago, he has launched five products and one peer-to-web application framework. Throughout this time he has been in search of better, faster ways for building successful products. Ash has more recently been rigorously applying Customer Development and Lean Startup techniques to his products, which he frequently writes about on his blog http://www.ashmaurya.com and turned into a book: Running Lean. Ash resides in Austin, Texas, with his wife, two children and two dogs.
网友对Running Lean: Iterate from Plan A to a Plan That Works的评论
书本老板很喜欢 推荐给我们看 我们公司是做HR相关的项目的 很不错 有借鉴的地方
书不错，印刷和包装都好
I'll begin my summary by quoting the author's promise: "Running Lean is a repeatable, actionable process for building products, one that raises your odds for success by helping your identify your success metrics and measure progress against those metrics."
At a high-level, the Running Lean framework is fairly straightforward: validate the problem. Define a solution. Validate the solution. Then develop your solution iteratively while continuing to test and validate along the way. Running Lean offers concrete, actionable instructions and templates for each step of this process.
However, the greatest flaw in this book is hinted in the language of the author's promise. Running Lean is designed more like an algorithm -- painfully detailed, comprehensive, and unemotional -- than a practical field guide for the real world. The book delves into everything from landing page design to kanban boards. In other words, in its attempt at engineering a comprehensive framework for business creation, Running Lean fails to deliver a strong set of core principles (I will revisit this later in my summary).
Another problem I have with the author's promise is that the word "metrics" is mentioned twice, when in actuality Running Lean incorporates very few metrics. In fact, it's not until the very last stage of that actual numbers are even mentioned (eg. Sean Ellis test, 40% customer retention). I found incongruence in the fact that Running Lean was characterized as algorithmic, but was largely based on qualitative experiments without discussion of potential quantitative benchmarks or test methodologies.
Since *Running Lean* is considered the de-facto field manual for Lean Startup methodology, I was eager to read it and compare it to Nail It then Scale It: The Entrepreneur's Guide to Creating and Managing Breakthrough Innovation, which I had read previously.
At a high level, NISI and Running Lean prescribe very similar methodologies. However, where Running Lean stumbles, NISI's shines. NISI's focus on simplicity makes it far more powerful and practical. For example, as a first step, NISI focuses _only_ on pain whereas Running Lean starts off with a lean canvas, which forces you to simultaneously consider other parts of the business model. NISI's "less is more" approach proves more effective, because as formulaic and well-engineered as Running Lean tries to be, the reality is that starting a company is stressful and unpredictable.
Another example of unnecessary complexity is useless jargon like "iteration meta-pattern" and "build-measure-learn loop", as well as tangential topics like usability testing, Kanban boards or an annoyingly complex definition of risk: "the way you quantify risk in your business model is by quantifying the probabilities of a specific outcome along with quantifying the associated loss if you're wrong." As a result of its complexity, the milestones in Running Lean are less concrete and powerful than NISI. NISI does a better job painting a holistic picture of common entrepreneurial fallacies, and how to breakthrough them by focusing on the most important goal -- acquiring payed customers.
I also want to highlight two methodological differences between NISI and Running Lean:
1) NISI gets you in front of customers faster. The Lean Canvas is simple, but it seems like the entire exercise should hinge on the customer pain being validated first. That gets entrepreneurs in front of customers faster, which in turn helps save time and wasted energy on the subsequent steps.
2) NISI recommends an objective, quantitative testing method for initially validating the customer pain, whereas Running Lean uses customer interviews. I would argue that as a whole, NISI approaches the startup process more objectively while Running Lean bases it on customer interviews.
Overall, I believe Running Lean is a worthwhile complement to NISI in bits and pieces. Specifically, I found its structured customer interview templates, advice on establishing pricing, and mention of the "Sean Ellis Test" to be valuable and actionable.
I really liked this book. There's not a lot of fluff (which makes sense since it's a book on being lean), and it gives good examples and steps to help you apply the teachings. What it reminds me of is the Agile methodology because the main concept was about moving in smaller iterations, getting quicker feedback, and adjusting accordingly.
In terms of business and start-ups, the underlying theme to me was that you should try not to assume that you're correct - instead create small tests where you roll out an idea in small increments and test them before advancing. In some respect, it sounds like so much common sense, but how often do we fail to do this.
Old school business involves creating grandiose business plans that are complete and researched/analyzed using a ton of time. However, encapsulated within that is a lot of assumptions. How do you know such and such will happen? How do you know that customer feedback won't take you in a completely different direction? How can you possibly plan for that alternate direction if you haven't received enough feedback yet?
It's difficult predict what people will value, and how much they will value it until they actually have to pay for it (or at least use it). So how do you get to the point where you know exactly how much a customer will value your product/service with the least amount of waste? Are you being flexible enough to allow a 180 degree turn if you find that the customer will value something else than you originally planned for (and that you have the expertise to do)?
One important point Maurya makes early on is that money is not the only form of waste. Just as important are things like your time and energy. Why spend time and energy on things that won't add value?
The book gives you steps on how to incrementally roll out your idea and constantly test it as you go, down to the level of who you should be getting feedback from, how much time to spend interviewing them, and what questions to ask them.
I really admire the efficient process Ash teaches and the clear way he explains his winning solution to business planning.
I (and my students) find it especially useful in an MBA Marketing Strategies course I teach as an Adjunct. I've never liked the traditional Marketing Plan template in the assigned textbook since my students (who all work full time) never had time to develop anything satisfactory. Since I introduced Lean Canvas, the change has been remarkable. Not only have students provided good value to the nonprofit organizations who agree to work with my "Marketing consulting teams", many immediately incorporate Lean Canvas at work for project and product development. I especially like the emphasis on "Problem / Solution Fit" before moving into "Product / Market Fit."
Most students enter a Marketing class thinking it is about manipulation through push Promotion. After exposure to Ash's Lean Canvas process (usually after we go through his 20 minute Youtube video together), students immediately understand the importance Marketing plays in establishing an effective, efficient planning foundation for business. The Lean Canvas gets them started on the right path from the get-go, after which the systematic testing of the riskiest hypothesis areas follows naturally.
My only recommendation for Ash's next book is that he reincorporate the four Business Model Canvas hypothesis areas he replaced from Alex Osterwalder's original Business Model Canvas. While I like the nine Lean Canvas hypothesis areas Ash uses for the initial Canvas, most of my students work for established companies here like Tyson Foods, JB Hunt, Walmart and its many CPG Suppliers. That means that Key Partners, Key Activities, Key Resources and Customer Relationships are important and need to be considered for a thorough analysis. The way I've worked around this need (while retaining Ash's efficient one-page Lean Canvas format) is to provide students with a template that adds slides (on Google Docs - http://tinyurl.com/m5fk25y) for when they present their "Client's" Marketing Plan during the last class of the term.
Where "Lean Startup" (Eric Ries) is the what and why, "Running Lean" is the how. It doesn't just talk, it shows and teaches, provides explanations, and even simple clear tools.I wish I had this book 20 years ago. I use it for projects on my job, and to build a new entrepreneurial company.
I am starting a new business from scratch while working a full-time job (on call 24/7), so I don't have a lot of "extra" time. After reading and starting to apply "Lean Startup" to my planning, I checked on some of the resources he offered that prominently displayed "Running Lean". You MUST get this book, and apply it along with the vast resources it offers in the book and online! The Lean Canvas is a huge productivity booster. Instead of wasting time on boring, laborious marketing plans, in 20 minutes you can have a clear structure that you can use for each piece of your whole process. Then use it to focus your team on all the aspects of "what to build, who to build it for, why build it, how to fund it, and where to expect revenues to come from".
You decide --- laser focus and optimizing your resources to achieve your BHAG, or wasting time and resources on the wrong things. Get this book, apply it and it's resources, and succeed! (This is for your company/product. For YOU to get even better ,check out "The Entrepreneur Roller Coaster" by Darren Hardy. These two resources will amp up your personal productivity and focus your company's efforts IMMENSELY! I know. I am doing it!)
I'm a seasoned entrepreneur that stumbled into the Lean Start-up Concept a couple years ago. After years of many wasteful biz tactics - starting and running business ventures by old school methods "build it and they will come", I stumbled into this simple concept (Lean Start-up) that I only wish I had learned in college many light years ago. This concept, in a nutshell, helps an entrepreneur quickly discover if their idea can become a biz that customers want, while minimizing waste. Unfortunately, my introduction to Lean Start-up was via material that discussed it in theory using biz examples that were not similar to my ventures. Then the best thing happened to my Lean Start-up education - I found Ash's book "Running Lean" and his associated material (blogs, tools, etc). A light bulb tripped on and has burned bright ever since. My exposure to his practical (hands on) material has allowed me to employ the Lean concepts to my ventures. This book should be called "Running Lean for Dummies" because Ash presents the concept in a way that elementary kids could apply to their lemonade stand ventures. Thanks Ash!
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