Running Lean is a systematic process for iterating from Plan A to a plan that works. Running Lean tackles both product and market validation in parallel. Running Lean provides a step-by-step blueprint to put these ideas into action. A business would get two chapters of the book every two weeks in PDF format. “In Running Lean, Ash has put together a book I wish I'd read before pursuing my own would get two chapters of the book every two weeks in PDF format.

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    Running Lean Pdf

    Running Lean is a systematic process for iterating from. Plan A to a plan that works before running out of resources. Page 6. are products hard? Page 7. Praise for Running Lean, Second Edition “Easily one of the best technical book, now they would get two chapters of the book every two weeks in PDF format. Running Lean Summary by Ash Maurya (Iterate from Plan A to a Plan That Works ) is a magnificent and insightful book that unveils many useful.

    We're building more products than ever before, but most of them fail--not because we can't complete what we set out to build, but because we waste time, money, and effort building the wrong product. What we need is a systematic process for quickly vetting product ideas and raising our odds of success. That's the promise of Running Lean. Throughout, he builds on the ideas and concepts of several innovative methodologies, including the Lean Startup, Customer Development, and bootstrapping. Running Lean is an ideal tool for business managers, CEOs, small business owners, developers and programmers, and anyone who's interested in starting a business project. Ash is praised for offering some of the best and most practical advice for entrepreneurs and intrapreneurs all over the world. Driven by the search for better and faster ways for building successful products, Ash has developed a systematic methodology for raising the odds of success built upon Lean Startup, Customer Development, and Bootstrapping techniques. Ash is also a leading business blogger and his posts and advice have been featured in Inc. Magazine, Forbes, and Fortune. Ash serves on the advisory board of a number of startups, and has consulted to new and established companies. Ash lives in Austin, TX. Editorial Reviews "If you are starting a company, or want to adopt the Lean Startup approach, Running Lean is a must read.

    Who has this problem? How is it being resolved today? Will this product solve the problem the customer has? Do they understand the value proposition? Are you being paid for your solution?

    How will this audience react? Is business feasible? Is it lucrative? Did other unexpected challenges arise? Why Do Startups Fail? To avoid this risk, it is necessary to be sure that the problem being attacked is worth solving and that the product is constructed through an iterative approach, through constant customer feedback.

    To avoid this risk, it is necessary to identify a set of initial users who are interested in the problem and its solution and create constant and scalable channels of attraction to reach these clients. To avoid this risk, it is necessary to have a clear pricing model from the beginning and to be continually validated to know if customers would pay for the product.

    Understanding the three top risks is essential to ensure the success of your business and to be aware of the mistakes you may be making. Meet The Lean Canvas Before you start creating a new product or service, you need to know how to plan and communicate it, right? But a business plan is not at all flat. Writing 30 pages to validate an idea does not seem to be the solution.

    You need to be flexible, fast and agile. For this, Ash introduces us to the lean canvas.

    Running Lean, Second Edition | Katti Sodgren - ulblactisihe.tk

    The canvas is a one-page diagram, adapted from the Business Model Canvas, a new business creation model developed by Alexander Osterwalder.

    The lean canvas is an important document because, in the initial stage of validating an idea , everything is just a guess, nothing is a certainty. The idea of the canvas is that you capture all the assumptions you have about your product and then build a structure, a plan that you believe can work. Start your brainstorm with a list of potential customers for your product. Remember: the client is different from the user.

    The client is the one who would pay for your product. Then list 1 to 3 issues that you believe these customers would have. From there, define your unique value proposition, UVP. Your UVP should explain why you are different and why people should use your solution. It is important to be different, but more importantly, it is important to know that your difference matters to the customer. Your solution should be broad, and you should not fall into the trap of detailing it too much.

    Remember, it is based on assumptions rather than facts. Another important point is to think about pricing still in the ideas phase. Being paid to solve a problem is the best form of validation. Create as many canvases as you need, save them, share them, and continually come back to update them with new ideas.

    The important thing is to prioritize your ideas and hypotheses, find risks and prepare to go to the market. To prioritize your thoughts, ideally, you order them by four main criteria. How easy is it to reach this potential customer?

    How profitable is the solution to this issue? How big is the market for solving this problem? It is important to understand the risks and uncertainties of each scenario and the best way to do this are to seek advice from people who are not involved in the project.

    The biggest risk a startup runs is creating something that no one wants to use. For this, you need to test and leave the office. For each test, you have to do as little as possible, the smallest task that leads to learning, to save resources and learn fast. You do not have to program an entire product to see if it solves a problem. You do not have to set up a restaurant to see if people would like a new recipe.

    You do not need hundreds of automated tests on your software before you even know if people would pay for it. To test, we must convert our hypotheses into clear, quantifiable experiments that may fail or be successful. A good example to test if the hypothesis has the following structure: Repeatable action X will generate a Y result.

    A good hypothesis would be: If I post a blog about management software, I will be able to attract potential clients to my company. When dealing with uncertainties, especially when exploring a qualitative doubt, no huge amount of data is needed to minimize risk.

    For each hypothesis, you have to validate it with real people, and the canvas helps you maintain this fast learning cycle. The important thing is: never assume that you know the solution.

    Learn, adjust and create new hypotheses.

    A big negative sign in the first interviews can be a clear signal to rethink your model. An extremely positive message may mean the timing to proceed to quantitative validation.

    Step 1: Understanding The Problem To understand if the problem you are attacking is real and worth solving, you need to talk to potential customers. Ash does not believe that research methodologies and focus groups work. Research starts from the premise that you know which questions are correct and also what the possible answers are. Before you start creating a new product or service, you need to know how to plan and communicate it, right? But a business plan is not at all flat.

    Writing 30 pages to validate an idea does not seem to be the solution. You need to be flexible, fast and agile. For this, Ash introduces us to the lean canvas.

    The canvas is a one-page diagram, adapted from the Business Model Canvas, a new business creation model developed by Alexander Osterwalder. The lean canvas is an important document because, in the initial stage of validating an idea , everything is just a guess, nothing is a certainty. The idea of the canvas is that you capture all the assumptions you have about your product and then build a structure, a plan that you believe can work. The client is the one who would pay for your product.

    Then list 1 to 3 issues that you believe these customers would have.

    Running Lean 2nd ed (pdf)

    From there, define your unique value proposition, UVP. Your UVP should explain why you are different and why people should use your solution. It is important to be different, but more importantly, it is important to know that your difference matters to the customer.

    Your solution should be broad, and you should not fall into the trap of detailing it too much. Remember, it is based on assumptions rather than facts. Another important point is to think about pricing still in the ideas phase. Being paid to solve a problem is the best form of validation. To find a high potential idea , you must continually experiment and test it at all times, based on the simple cycle: Create as many canvases as you need, save them, share them, and continually come back to update them with new ideas.

    The important thing is to prioritize your ideas and hypotheses, find risks and prepare to go to the market. To prioritize your thoughts, ideally, you order them by four main criteria.

    It is important to understand the risks and uncertainties of each scenario and the best way to do this are to seek advice from people who are not involved in the project. For this, you need to test and leave the office. For each test, you have to do as little as possible, the smallest task that leads to learning, to save resources and learn fast.

    You do not have to program an entire product to see if it solves a problem. You do not have to set up a restaurant to see if people would like a new recipe. You do not need hundreds of automated tests on your software before you even know if people would pay for it.

    To test, we must convert our hypotheses into clear, quantifiable experiments that may fail or be successful. A good example to test if the hypothesis has the following structure: Repeatable action X will generate a Y result. A good hypothesis would be: If I post a blog about management software, I will be able to attract potential clients to my company.

    When dealing with uncertainties, especially when exploring a qualitative doubt, no huge amount of data is needed to minimize risk. For each hypothesis, you have to validate it with real people, and the canvas helps you maintain this fast learning cycle. The important thing is: Learn, adjust and create new hypotheses. A big negative sign in the first interviews can be a clear signal to rethink your model. An extremely positive message may mean the timing to proceed to quantitative validation.

    To understand if the problem you are attacking is real and worth solving, you need to talk to potential customers.

    Ash does not believe that research methodologies and focus groups work. Research starts from the premise that you know which questions are correct and also what the possible answers are. Ash suggests that you talk to 30 to 60 people, always taking their interaction with them toward learning and never sales of a product.

    Ash suggests that you start the interviews through your network of contacts and gradually ask for more and more presentations to potential clients.

    You need to develop your networking to create a vast and diverse network of people with whom we seek to learn.

    Running-Lean-2-Edition.pdf - Running Lean Second Edition...

    Ash also gives tips for collecting the first contacts of potential stakeholders through web pages, emails, and social networks. It is important to create and follow a script to keep learning constant and efficient. Another good practice is not asking what potential customers want, but rather what they do and how they deal with the problem, ideally by measuring the impacts of the problem. Techniques that help you create good interviews and scripts are the methods, like Design Thinking or User-Centered Design.

    Customers do not care about your solution, but about their problems. So we need to validate the solution to the problem we encounter. To do this, you need to build a demonstration that helps customers visualize the solution and validate if it solves the discovered problem.

    At this stage, we will return to the potential clients interviewed in the previous stage, with a solution to the problems reported by them. This presentation should go through the confirmation that the problem exists, show how your product would solve that, and how much it would cost for customers to solve their problem using your product.

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