Top critical review
23 people found this helpful
2.0 out of 5 starsSome value, but not worth the time investment
ByBarry Smithon November 4, 2011
I'm very sure that Steven Blank wrote this book with the best of intentions. I even think that he's a smart guy who's had success in advising companies. As an experienced product manager myself, I empathize with the author's war stories and obvious experience.
Unfortunately I find this book to be poorly organized, and worse, sometimes self-contradictory. As the most glaring example, Blank describes the "Customer Discovery Process" as a process of creating testable hypotheses regarding customers and markets, with the goal being to "...understand your customer and their problems, and while doing so get a deep understanding of their business, their organization, and their product needs." Yet he also repeatedly champions what is essentially the opposite approach: "...your purpose in talking to customers is to find customers for the product you are already building."
My frustration with this book is that there's actually some very good content here. But given the lack of a well-articulated guiding thesis, let alone the confusingly contrary advice, it's hard to get the good stuff out. Having read the positive reviews of the book, I can only think that those readers have managed to carefully extract some useful segments and ignored much of the rest. (Or, that as an in-person consultant, Blank is much more effective than as a writer.)
If you're an executive, manager or front line employee in a startup, I'd recommend other books that offer more bang for the buck. Start with Geoffrey Moore's "Crossing the Chasm" and Eric Ries' "The Lean Startup" (if you haven't read them already). Those will give you an excellent understanding of the startup landscape, and a much clearer roadmap to follow.