Harvard Business Review

DECEMBER 18, 2012

Many companies use the wrong metrics to measure their performance, especially when it comes to social media. I run a social-media company, and until recently even we were confused about what metrics mattered. They're what Eric Ries, author of The Lean Startup , calls "vanity metrics.". Relevant growth.

Metrics 18

Metrics Media Ries Reference 18

Harvard Business Review

OCTOBER 1, 2012

If the odds were 99:1 against breakthrough innovation inside the mature company, we'd still see leaders chasing after that golden ring. If Gerber's failed adult food business had been born outside of its existing organization, would the managers have distributed a product that looked like Gerber baby food? Test to learn.

Innovation 15

Innovation Company ROI Disruptive Innovation 15

Harvard Business Review

OCTOBER 3, 2014

Nick is a typical manager at a one of the world’s most successful widget companies. The good news for Nick’s company is that Nick has some great ideas; ideas for new ways of producing and distributing widgets that have never been thought of before. Nick’s company is also lucky that Nick has read The Lean Startup.

Consensus 13

Consensus Innovation Company Ries 13

Harvard Business Review

MAY 30, 2013

In 2010, one of us was sitting in a room at the Harvard Business School with Eric Ries and a number of budding entrepreneurs. The language has been widely adopted, and that includes some folks who haven''t yet had the chance to read Ries'' work or digest the ideas behind it. Larger companies, on the other hand, are more like tankers.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

OCTOBER 15, 2012

You've started a company and it goes belly-up. When you start a company, launch a new product, or take on a job, there is the fantasy of a simple linear world: you will work hard and your dream will happen. If it isn't, we may never speak in public again, throw ourselves into another job or invest in another company.

Ries 22

Ries Learning Curve Learning-by-Doing Bottom-up 22

Harvard Business Review

APRIL 23, 2014

As the world becomes more digitized, generating more information surrounding products and services and speeding up processes, large and small companies in every industry, even manufacturing, are starting to compete more like the software industry, with short product lifecycles and rapid decision-making. We are all lean now — or soon will be.

Ries 10

Ries Waterman Finance Competitive Advantage 10

Harvard Business Review

OCTOBER 30, 2017

He radically transformed the company from a classic conglomerate that did everything to one that focused on its core industrial businesses. Andreessen’s article helped accelerate the company’s digital transformation. In response to Ries’s book , GE adopted lean methods and built its Fastworks program around them.

Ries 8

Ries Long-term Short-term Price 8

Harvard Business Review

OCTOBER 15, 2012

You've started a company and it goes belly-up. When you start a company, launch a new product, or take on a job, there is the fantasy of a simple linear world: you will work hard and your dream will happen. If it isn't, we may never speak in public again, throw ourselves into another job or invest in another company.

Ries 19

Ries Learning Curve Learning-by-Doing Bottom-up 19

Harvard Business Review

OCTOBER 8, 2014

In a world where competitive advantage is increasingly short-lived, as Columbia Business School professor Rita Gunther McGrath has described , successful companies have to bake innovation into their standard processes. Failure Managing yourself Personal effectiveness' A 100% success rate implies you’re not doing anything new at all.

Ries 14

Ries Open-book Competitive Advantage Education 14

Harvard Business Review

APRIL 30, 2012

In The Lean Start-Up , Eric Ries talked about vanity metrics — numbers that create the illusion of success, rather than validate actual progress. They start companies because it's the cool thing to do. It's juggling to manage your team, customers, investors, and strategic partners all at once. You are attracted to titles.

Ries 16

Ries IPO Entrepreneur Maturity 16

Harvard Business Review

MAY 13, 2014

GE is an icon of management best practices. Under CEO Jack Welch in the 1980s and 1990s, they adopted operational efficiency approaches (“ Workout ,” “Six Sigma,” and “Lean”) that reinforced their success and that many companies emulated. Resource allocation: i ncubating a protected class of ideas.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

Harvard Business Review

AUGUST 7, 2012

The Lean Start-Up movement, as exemplified in Eric Ries' book The Lean Start-Up , has appropriately focused a great deal of attention on the hard decisions and techniques required to create a company from nothing. So instead, I am picking a few companies with less well known stories that may resonate with today's entrepreneurs.

P&L 13

P&L Lewin EBITDA Ries 13

Harvard Business Review

APRIL 2, 2013

They pay content marketing firms to write company blogs and produce YouTube videos. They hire 20-somethings to manage the corporate Twitter account, and they are in the process of spending untold dollars on social media monitoring systems. My company, ChartIQ, builds software to analyze and annotate stock charts.

Ries 8

Ries Brand Early Adopters Media 8

Harvard Business Review

APRIL 26, 2013

In my eyes, the work Steve Blank, Eric Ries, and others have done to provide a cogent, accessible frame around the academic concepts of emergent strategy is one of the most important contributions to the innovation movement over the past few years. Service companies might have a handful of clients that agree to be guinea pigs for new ideas.

Ries 8

Ries Telecommunications Business Model Competitive Advantage 8

Harvard Business Review

MAY 9, 2016

By defining a brand’s particular kind of relationship, companies can create greater engagement, differentiation, and loyalty. Al Ries and Jack Trout capture the essence of this model in their classic book Positioning: The Battle for Your Mind. ” A brand is not something you manage over time.

Brand 8

Brand Airlines Health Care Trout 8

Harvard Business Review

JULY 16, 2013

For a designer like myself, it''s easy to recognize which executives know their products intimately, and which manage from a spreadsheet. In a 2008 New York Times interview , he said, "If I am going to be at the top of the car company, I want to be the owner-chef — with knowledge not just of its vehicles but their ingredients.

Leadership 10

Leadership Ries CEO Productivity 10

Harvard Business Review

MARCH 22, 2011

Ned Barnholt is the former CEO of Agilent Technologies, the measurement company, and these days he's one of the more respected executives in Silicon Valley. HP had grown so large, to about $30 billion in sales, that Barnholt and other senior managers felt pinched to reach their double-digit growth goals. HP rise had been remarkable.

Ries 11

Ries Agility Market Segmentation Christensen 11

Harvard Business Review

FEBRUARY 13, 2017

Their goal was to help entrepreneurs and those inside established companies adopt a new approach, “one better suited to high-potential projects whose prospects are uncertain at the start.” In short, too many firms used conventional planning to manage their new ventures. Where Did Discovery-Driven Planning Originate?

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

OCTOBER 17, 2012

Whether disruptive innovation involves a product, service, company, or especially, an individual, Christensen provides a robust theory for learning how to lead. He lays out the theory that has changed the way we think about innovation: disrupters enter the market with low-end or new market innovations and eventually upend an industry.

Books 13

Books Christensen Ries Disruptive Innovation 13

Harvard Business Review

NOVEMBER 22, 2012

Sometimes, it seems they've always loomed large: for decades, Michael Porter has been synonymous with strategy, and John Kotter with change management. One minute, you've never heard of Eric Ries , and the next he's on the cover of Inc. Other times, the explosion onto the scene is fast and furious.

Reputation 8

Reputation Case Study Ries Kotter 8

Harvard Business Review

JUNE 13, 2014

Tech start-ups employ the Minimum Viable Product (MVP) concept, made popular by Eric Ries in The Lean Start-Up , to test product hypotheses with minimal resources. Contrary to popular opinion, customers don’t own brands; companies do.

Brand 9

Brand Ries Entrepreneur Agility 9

Ask Atma

MAY 5, 2012

Management 3.0 – a psychological shift. In my management 3.0 In this article, my description of management 3.0 for business models draws on the work of several very bright entrepreneurs and thinkers, including: Alex Osterwalder, Steve Blank, Eric Ries, and Ash Maurya. In the management 3.0 As a Management 3.0

Business Model 93

Business Model Ries Agility Entrepreneur 93

Harvard Business Review

JANUARY 2, 2013

Middle managers with limited resources and set evaluation metrics will simply operate in a predictable fashion. As Eric Ries and Steve Blank are so quick to point out, innovation requires iteration. In the process of experimentation and iteration, companies will expose how products and services can come together more effectively.

Innovation 9

Innovation Execution How To Ries 9

Harvard Business Review

NOVEMBER 7, 2018

” But achieving decentralization requires a meaningful investment in capital in order to attract a distributed network of users and network managers that maintain the decentralized ledgers (or nodes). As Ethereum founder Vitalik Buterin notes , “Once you adopt a richer economic model…decentralization becomes more important.”

Cost 8

Cost Decentralization Finance Entrepreneur 8

Harvard Business Review

NOVEMBER 13, 2017

In 2001 the list of companies with the highest market caps was dominated by blue chips. General Electric, Microsoft, ExxonMobil, Walmart, and CitiGroup — all were businesses led by managers who were experts in efficiency and optimization and who grew their businesses by making them work better than they had previously.

CEO 8

CEO Consensus Management Metrics 8

Harvard Business Review

AUGUST 16, 2016

.” And yet the lean startup methodology, born in Silicon Valley as a way for startups to tune in to customer needs with limited resources, has been gaining major momentum inside big companies like General Electric, Alaska Airlines, Telefonica, 3M, and W.L. There are two reasons for that. ’” said another.

Company 8

Company Airlines Ries Survey 8

Harvard Business Review

APRIL 27, 2015

By now, your company probably has a new busi­ness incubator, an idea wiki, a disciplined process for mining customer insights, an awards program for successful innovators, and maybe even an outpost in Silicon Valley—all fine ideas—and yet, most likely, it still struggles to meet its growth goals and seldom thrills its customers.

Innovation 8

Innovation Company Engineering Supply Chain 8

Harvard Business Review

MAY 30, 2018

You’re probably familiar with the “minimum viable product” of Eric Ries’ Lean Start-Up fame; but here I’m talking about the acronymically identical “minimum viable pilot.” How to make your company more nimble and responsive. Fortunately, they tend to be manageable.

KPI 9

KPI Innovation Ries Banking 9

Harvard Business Review

MAY 21, 2015

People who judge prefer having closure, with all loose ends tied up, when managing tasks and making decisions. Innovative Teams (20-Minute Manager Series). No one style is better than another, and each car­ries its own set of benefits to a collaborative discus­sion. Judging or perceiving. Excerpted from.

Diversity 8

Diversity Ries Creativity Groupthink 8