Harvard Business Review

OCTOBER 15, 2012

As I have grappled with my own this-just-may-break-me failures, I am increasingly convinced that dreaming must be a process, an engine of experimentation. At this critical juncture in the process of dreaming, we must decide how we will approach failure: Did I fail my way into a black hole? I had been all-in. And then I wasn't.

Ries 22

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

Harvard Business Review

OCTOBER 15, 2012

As I have grappled with my own this-just-may-break-me failures, I am increasingly convinced that dreaming must be a process, an engine of experimentation. At this critical juncture in the process of dreaming, we must decide how we will approach failure: Did I fail my way into a black hole? I had been all-in. And then I wasn't.

Ries 20

Ries Learning Curve Learning-by-Doing Bottom-up 20

Harvard Business Review

APRIL 30, 2014

Imagine you’re a bright, inquisitive person working for a company with long-established policies and work processes in place (or maybe you don’t have to). Now let’s say you’ve noticed one of those processes is not as efficient or effective as it might be, which leads you to reasonably ask: Why are we doing it this way?

Company 11

Company Ries Christensen Innovation 11

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. Resource allocation: i ncubating a protected class of ideas.

Six Sigma 8

Six Sigma Incubator Payback Period Ries 8

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. To us, there are few better examples at demonstrating the power of the Lean Startup. That is where the budget is determined, and the processes decided upon.

Company 9

Company Ries Maturity Innovation 9

Harvard Business Review

FEBRUARY 13, 2017

That process might work for conventional or ongoing business lines, but new ventures, which are less predictable, require a different set of planning and control tools. That’s where the discovery-driven planning (DDP) process comes in. Not so fast. Linear plans. Too much funding up front. How many salespeople do you need?

Planning 9

Planning Benchmarking Project Competitive Advantage 9

Harvard Business Review

AUGUST 28, 2013

Because only when you acknowledge that you are blind to an issue, can you begin the process of seeing more clearly. This is a good reminder that often what appears to be a pipeline problem is actually a problem with the selection process itself. Recognizing that you have a bias allows you to design processes that correct for it.

Ries 10

Ries Conference Diversity Power 10