Harvard Business Review
JULY 11, 2011
Yet several of them — Seth Godin, Eric Ries, and Gary Vaynerchuk — have recently published traditional, paper books. The key: Godin, Ries, and Vaynerchuk are all practicing what they preach. Meanwhile, Eric Ries, is using his new book, The Lean Startup , to experiment with the marketing principles he espouses in its pages.
Harvard Business Review
APRIL 2, 2013
Looking to develop and launch our business, we set our sights on one particular network — StockTwits. We developed a strategy to accomplish three goals across this social network: customer development, brand awareness, and traditional marketing and customer acquisition.
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Harvard Business Review
APRIL 30, 2014
To encourage company-wide questioning, The Lean Startup ’s Eric Ries says, “It’s not about slogans or putting up posters on the wall — it’s about the systems and the incentives you create to promote the behavior.” Ries points out that at most companies, “the resources flow to the person with the most confident, best plan.
Harvard Business Review
NOVEMBER 7, 2018
These ICOs are nearly always held when a project is at an immature stage of development akin to a seed stage startup — when it is testing hypotheses around its consumer value proposition and forming a founding team. This focused attention from developers has the added benefit of crowdsourcing feedback on the beta version of the project.
Harvard Business Review
MAY 13, 2014
That includes learning from the outside and striving to adopt certain start-up practices, with a focus on three key management processes: (1) resource allocation that nurtures future businesses, (2) faster-cycle product development, and (3) partnering with start-ups. Product development: g etting closer to customers and moving faster.
Harvard Business Review
JULY 16, 2013
The result: a highly-reactive product development culture in which extra features are continuously bolted on, making the company vulnerable to more pro-active competitors who have a laser-like focus on UX, which can be a potent disruptor in many industries. Design Leadership development Product development' All of it.".
Harvard Business Review
DECEMBER 15, 2011
She wanted me to be a part of a professional development event she was organizing in her city, featuring several speakers and consultants. Can you actually get the participants? She recommended biweekly check-in calls for the next eight months, leading up to the event. Have you organized an event like this before?"
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