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Pois continuem...
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"The newer model for starting businesses relies on hypothesis, experiment and testing in the marketplace, from the day a company is founded. That is a sharp break with the traditional approach of drawing up a business plan, setting financial targets, building a finished product and then rolling out the business and hoping to succeed. It was time-consuming and costly..
The preferred formula today is often called the “lean start-up.” Its foremost proponents include Eric Ries, an engineer, entrepreneur and author who coined the term and is now an entrepreneur in residence at the Harvard Business School, and Steven Blank, a serial entrepreneur, author and lecturer at Stanford.
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The approach emphasizes quickly developing “minimum viable products,” low-cost versions that are shown to customers for reaction, and then improved. Flexibility is the other hallmark. Test business models and ideas, and ruthlessly cull failures and move on to Plan B, Plan C, Plan D and so on — “pivoting,” as the process is known."
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"this spring, the 900 first-year students at the Harvard Business School must start a business as a required course. In teams of six students each, they will be given $3,000 and told to create a start-up that pulls in revenue by the end of the semester, explained Thomas R. Eisenmann, a professor who will oversee the program.".
Trechos retirados de "With a Leaner Model, Start-Ups Reach Further Afield"
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"Want to be successful? Get your product or service out there now, not after you’ve refined it and made it good. The MBA programs are wrong. Get moving."
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Trecho retirado de "Always release your product before it is ready."
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Agora, pensem em Mongo, e pensem na mentalidade de desenrasca portuguesa...
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Agora, um pouco de Richard Rumelt (de "Good Strategy, Bad Strategy"):
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"It is hard to show your skill as a sailor when there is no wind. Similarly, it is in moments of industry transition that skills at strategy are most valuable. (Moi ici: O grau de pureza estratégica tem de aumentar) During the relatively stable periods between episodic transitions, it is difficult for followers to catch the leader, just as it is difficult for one of the two or three leaders to pull far ahead of the others. But in moments of transition, the old pecking order of competitors may be upset and a new order becomes possible."
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Agora, um pouco de Richard Rumelt (de "Good Strategy, Bad Strategy"):
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"It is hard to show your skill as a sailor when there is no wind. Similarly, it is in moments of industry transition that skills at strategy are most valuable. (Moi ici: O grau de pureza estratégica tem de aumentar) During the relatively stable periods between episodic transitions, it is difficult for followers to catch the leader, just as it is difficult for one of the two or three leaders to pull far ahead of the others. But in moments of transition, the old pecking order of competitors may be upset and a new order becomes possible."
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