Chapter 7 of lean entrepreneurship

After the failure of a start-up company, I had a lot of spare time, reading books, thinking, and seriously reflecting on what I have done in the past three years. Many questions have been answered in lean entrepreneurship.

When I read chapter 7, I really regret that I didn't meet this book early. If I could meet this book early, maybe the company would be in another situation.

1. Should a new company hold on to its purpose?

The legend of perseverance is very dangerous, said lean entrepreneurship.

Indeed, when we were faced with such a situation, we chose to make a hard decision, but we did not know how to make a breakthrough.

2. How can we determine the timing of transformation?

"Lean Entrepreneurship" says: to achieve a stage goal, such as an increase in revenue figures, is not a good indicator to determine whether new startups are making progress.

In the past three years, we have been surrounded by some illusory things, constantly adjusting our design and constantly modifying our own products, but it seems that there is no progress, because these have nothing to do with customer behavior, so it is futile.

If we cannot drive the business model, we will not make progress. This is a clear reminder that the transformation has reached the moment.

3. How to carry out innovative accounting?

Establish a baseline, adjust the engine, and decide whether to transform or stick to it.

Group analysis during the same period.

As mentioned in the book, the company has been executing a meaningless plan for the past three years and is doing it step by step!

4. Ignore vanity indicators

Market Feedback is always fast, and you can sign the order immediately, or the user has a good response, but the market environment is not good and you still need to wait. However, the "executable indicators" cannot be clearly defined ".

Feeling: looking forward to your progress

Chapter 7 of lean entrepreneurship