- Series: Lean (O'Reilly)
- Hardcover: 240 pages
- Publisher: O'Reilly Media; 2 edition (March 9, 2012)
- Language: English
- ISBN-10: 1449305172
- ISBN-13: 978-1449305178
- Product Dimensions: 6 x 0.7 x 9 inches
- Shipping Weight: 1.1 pounds (View shipping rates and policies)
- Average Customer Review: 4.8 out of 5 stars See all reviews (702 customer reviews)
- Amazon Best Sellers Rank: #11,462 in Books (See Top 100 in Books)
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Running Lean: Iterate from Plan A to a Plan That Works (Lean (O'Reilly)) 2nd Edition
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|Lean Analytics||Lean Enterprise||Lean UX||UX for Lean Startups||Lean Customer Development||Lean Branding|
|Find further titles in this series||Use Data to Build a Better Startup Faster||How High Performance Organizations Innovate at Scale||Designing Great Products with Agile Teams||Faster, Smarter User Experience Research and Design||Building Products Your Customers Will Buy||Creating Dynamic Brands to Generate Conversion|
"Ash has put together a book I wish I'd read before pursuing my own startup. The level of detail, including case studies and practical applications, make this book a resource worthy of sitting on every aspiring entrepreneur's shelf."
About the Author
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 and turned into a book: Running Lean.
Ash resides in Austin, Texas, with his wife, two children and two dogs.
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Top Customer Reviews
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.
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.