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on February 7, 2014
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.
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 Use Lean Canvas to Replace Traditional Marketing Plan templates in my MBA Marketing Strategies Course
on November 23, 2014
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.
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.
on May 8, 2015
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 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!)
on October 25, 2013
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!
on December 13, 2016
It is a good practical book on using the Lean Strategy method for start-up. Could have given it four vs. five starts ONLY because the scope of business relevance is narrow. This book is fabulous for app or web based start-ups but less so for physical product or service start-ups. The examples are focused on app/web examples. But to be fair, Ash is talking about what he knows, and NEVER claims to be an authority on other types of start up.
I have use this book in several classes, and student/entrepreneurs always say the examples are excellent, and the tools very helpful. I am probably more critical of it than they are, so trust the crowd! good book.
I have use this book in several classes, and student/entrepreneurs always say the examples are excellent, and the tools very helpful. I am probably more critical of it than they are, so trust the crowd! good book.
on June 3, 2015
This is the most comprehensive as well as practical guide to getting your startup strategy right. I wish I had come across this book earlier, and that would have saved a lot of effort me and my team has put in my startup.
In my opinion, it is more useful than 2 other great books on this topic: Eric Ries's Lean Startup and Steve Blank's 4 Steps...
I would recommend that you buy all these 3 books, but spend time developing your strategy using the principles of 'Running Lean'.
Well done Ash Maurya!
In my opinion, it is more useful than 2 other great books on this topic: Eric Ries's Lean Startup and Steve Blank's 4 Steps...
I would recommend that you buy all these 3 books, but spend time developing your strategy using the principles of 'Running Lean'.
Well done Ash Maurya!
on March 6, 2015
I'm in the beginning stages of my first startup. I have read/studied all the great books out there pertaining to building a startup. Steve Blank's Owner's Manual is the second best after Running Lean. Running Lean is the MOST useful tool of them all because it is the most immediately applicable to what I or any entrepreneur is trying to accomplish. He provides a very concise and well written step by step course of action and great tools to work you through the startup building process. What's more, he backs it up with wonderful online videos. Hard to beat!
on October 29, 2013
I read Running Lean right after I read Lean Startup by Eric Ries. So I was already on the Lean Startup train, but it was Ash Maurya's book that showed me how to put the principles to work. It's easy to read and very straight-forward. He provides tools and interview scripts for you to put into practice immediately. I was in the process of writing a book proposal and his own process for writing his book outlined in the book encouraged me to get audience feedback immediately by doing lectures first for free, then paid. Copying his process for sure played a part in me getting a book deal too! I started teaching a college class about designing MVPs for online products and made his book the required reading. It was perfect and Ash even provided my class academic access to his Lean Canvas tool. I can not recommend this book more, especially if you want to put Lean Startup principles into practice! Thank you Ash!!!!!
on January 4, 2014
I am giving this book 5 stars because the author believes deeply in what he is depicting, meticulously goes into the details outlining goals and actions clearly. It seems that not many books of this genre have such a strong practical focus.
That's a good point that anecdotes come even before the data (the "Do more faster" by Brad Feld and David Cohen). But all know that often books about startups and for startups bear solely inspirational role, impart a new collective wisdom (of course, also required).
This one is another kind, aimed at giving a process of departing from zero, then bootstrapping, and guiding through to the point/quality when you already exist and in a strong position to grow further efficiently, with concrete tools, techniques, and options.
The author compiled the famous "Lean Startup" method by Eric Ries into an easily consumable form allowing skimming, combined it with an altered not less famous "Business Model Generation"'s canvas tactics, mixing in all well known things in an organic way.
At that, this is not just a book [product]. It is an already big and growing infrastructure, - workshops, community [meaning, service] created following the approach. It is a case study in itself, an opportunity to learn for the readers, and for the author.
In the book I found places where I went in cycles and some parts of the concepts seemed to me not fitting seamlessly. People from industries other than S/W may experience difficulties deciding whether the approach is suitable for their case. The same about complex S/W products. However, after having read one would agree this all makes sense to a significant extent, being a fresh POW.
And the last note: it's wise not to do a mistake of following the recipes to the letter, - a process combined with curiosity, individual spirit and variety is what gives a matchless taste to what we produce. Times change, world change and approaches do (by us).
That's a good point that anecdotes come even before the data (the "Do more faster" by Brad Feld and David Cohen). But all know that often books about startups and for startups bear solely inspirational role, impart a new collective wisdom (of course, also required).
This one is another kind, aimed at giving a process of departing from zero, then bootstrapping, and guiding through to the point/quality when you already exist and in a strong position to grow further efficiently, with concrete tools, techniques, and options.
The author compiled the famous "Lean Startup" method by Eric Ries into an easily consumable form allowing skimming, combined it with an altered not less famous "Business Model Generation"'s canvas tactics, mixing in all well known things in an organic way.
At that, this is not just a book [product]. It is an already big and growing infrastructure, - workshops, community [meaning, service] created following the approach. It is a case study in itself, an opportunity to learn for the readers, and for the author.
In the book I found places where I went in cycles and some parts of the concepts seemed to me not fitting seamlessly. People from industries other than S/W may experience difficulties deciding whether the approach is suitable for their case. The same about complex S/W products. However, after having read one would agree this all makes sense to a significant extent, being a fresh POW.
And the last note: it's wise not to do a mistake of following the recipes to the letter, - a process combined with curiosity, individual spirit and variety is what gives a matchless taste to what we produce. Times change, world change and approaches do (by us).
