Harvard Business Review

DECEMBER 18, 2012

They're what Eric Ries, author of The Lean Startup , calls "vanity metrics.". A better metric is how many products you sell as a result of tweeting a link to your purchase path. That's what Ries calls an "engine of growth.". Seek out what Ries refers to as "actionable metrics." HBR Insight Center. Are You Giving up Power?

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Metrics Media Ries Reference 18

Harvard Business Review

OCTOBER 15, 2012

Or you launched a new product and not only does it fail to sell, customers actually hate it. As we practice innovating we are propelled up a personal learning curve — and we begin to accomplish our dreams. Or is failure a tool that will help me innovate more effectively? You've started a company and it goes belly-up.

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

Harvard Business Review

OCTOBER 15, 2012

Or you launched a new product and not only does it fail to sell, customers actually hate it. As we practice innovating we are propelled up a personal learning curve — and we begin to accomplish our dreams. Or is failure a tool that will help me innovate more effectively? You've started a company and it goes belly-up.

Ries 19

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

Harvard Business Review

OCTOBER 8, 2014

In fact, it’s likely that you’ve already failed, or will soon (perhaps you launched a product that didn’t sell, were passed over for a promotion, flubbed a presentation, or any of a million other varieties). Recognize that innovation requires failure. The goal, as research shows , should be to make “new and different mistakes.”

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Ries Open-book Competitive Advantage Education 14

Harvard Business Review

OCTOBER 30, 2017

In his Harvard Business Review article summing up his tenure, Immelt recalls that the two things that influenced him most were Marc Andreessen’s 2011 Wall Street Journal article “ Why Software Is Eating the World ” and Eric Ries’s book The Lean Startup. Innovation at GE was on a roll. Then it wasn’t.

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Ries Long-term Short-term Price 8

Harvard Business Review

APRIL 30, 2014

For companies seeking to innovate, adapt to change, and maintain an edge in fast-moving, competitive markets, a questioning culture can help ensure that creativity and adaptive thinking flows throughout the organization. And is it possible to encourage the “right kind” of questions — the ones most likely to lead to productive results?

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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. Product development: g etting closer to customers and moving faster.

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Six Sigma Incubator Payback Period Ries 8