Innovation Startup Quotes

Reading is good, action is better.

if you cannot fail, you cannot learn.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty.

When in doubt, simplify.

The big question of our time is not Can it be built? but Should it be built? This places us in an unusual historical moment: our future prosperity depends on the quality of our collective imaginations.

Success is not delivering a feature; success is learning how to solve the customer’s problem.

Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn’t mean it cannot be managed.

Customers don’t care how much time something takes to build. They care only if it serves their needs.

This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.

Metcalfe’s law: the value of a network as a whole is proportional to the square of the number of participants. In other words, the more people in the network, the more valuable the network.

If we do not know who the customer is, we do not know what quality is.

Pivoting is not the end of the disruption process, but the beginning of the next leg of your journey.

No obstacle is so big that one person with determination can't make a difference.

Everyone has an idea. But it’s really about executing the idea and attracting other people to help you work on the idea.

Be creative while inventing ideas, but be disciplined while implementing them.

Just because you have baggage doesn't mean you have to lug it around.

The ability to learn faster from customers is the essential competitive advantage that startups must possess.

Rebels revel in rewriting reality's restrictions.

Peter Drucker said, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.

The point is not to find the average customer but to find early adopters: the customers who feel the need for the product most acutely. Those customers tend to be more forgiving of mistakes and are especially eager to give feedback.

The real challenge is for each of us to determine where we feel we can make the most impact.

Never fear starting. Fear never starting.

Ask most entrepreneurs who have decided to pivot and they will tell you that they wish they had made the decision sooner.

You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

Rhetorical question: Did you get to where you are by accepting the status quo? I didn't.

Lifelong learning is no longer a luxury but a necessity for employment.

Disruptors don't have to discover something new; they just have to discover a practical use for new discoveries.

The difference between successful and unsuccessful people is that successful ones know that the most unprofitable thing ever manufactured is an excuse.

All innovation begins with vision. It’s what happens next that is critical.

Failure is a prerequisite to learning.

Dov Frohman, the founder of Intel Israel, later said that to create a true culture of innovation, “fear of loss often proves more powerful than the hope of gain.

At the heart of all sales and marketing is the ability to create demand even in the absence of logic.

It is insufficient to exhort workers to try harder. Our current problems are caused by trying too hard—at the wrong things.

You have a choice: pursue your dreams, or be hired by someone else to help them fulfill their dreams.

Every threat to the status quo is an opportunity in disguise.

All businesses -- no matter if they make dog food or software -- don't sell products, they sell solutions.

Leveraging existing resources is innovation’s sweetest play.

Markets that don’t exist don’t care how smart you are.

The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible.

Brands that stand out from the competition are purposefully disruptive or different

Entrepreneur, if you're going to start up, make sure you start up with excellence in mind

Insight and drive are all the skills you need. Everything else can be hired.

You'll never know how close you are to victory if you give up.

No one who ever led a nation got there by following the path of another.

Your energy is a valuable resource, distribute it wisely.

Starting each day with a positive mindset is the most important step of your journey to discovering opportunity.

It is not incumbent on the world to conform to your vision of change. It is up to you to explain the future in terms that those living in the past and present can follow.

Success doesn't teach as many lessons as failure

Speed to fail should be every entrepreneur's motto. When you finally find the one idea that can't be killed, go with it.

The most important tool you have on a resume is language.

To be successful, innovation is not just about value creation, but value capture.

We are not creators; only combiners of the created. Invention isn't about new ingredients, but new recipes. And innovations taste the best.

Not having a recognised brand & trying to stand out in the market is like going to the market without any goods.

One of the things I’ve learnt about goals is people will write them or wrong them.

You can’t take learning to the bank; you can’t spend it or invest it.

if you are asking, you’re not there yet.

There is a reason all past management revolutions have been led by engineers: management is human systems engineering.

waiting too long to release can lead to the ultimate waste: making something that nobody wants.

entrepreneurship should be considered a viable career path for innovators inside large organizations.

when you have only one test, you don’t have entrepreneurs, you have politicians, because you have to sell.

If we stopped wasting people’s time, what would they do with it?

Startup, I have always been a bit of a troublemaker at the companies at which I have worked, pushing for rapid iteration, data-driven decision making, and early customer involvement.

Do consumers recognize that they have the problem you are trying to solve? 2. If there was a solution, would they buy it? 3. Would they buy it from us? 4. Can we build a solution for that problem?

The CEO and VP of product, instead of building their business, are engaged in the drudgery of solving just one customer’s problem. Instead of marketing themselves to millions, they sold themselves to one.

Startup success is not a consequence of good genes or being in the right place at the right time. Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.

According to the pioneering work of Nobel Prize winner Robert Solow, technological innovation is the ultimate source of productivity and growth.22 It’s the only proven way for economies to consistently get ahead—especially innovation born by start-up companies.

in the Israeli military, the tactical innovation came from the bottom up—from individual tank commanders and their officers. It probably never occurred to these soldiers that they should ask their higher-ups to solve the problem, or that they might not have the authority to act on their own. Nor did they see anything strange in their taking responsibility for inventing, adopting, and disseminating new tactics in real time, on the fly.

I call this building an adaptive organization, one that automatically adjusts its process and performance to current conditions.

A free and open Internet is a despot's worst enemy.

Be the best at what you do or the only one doing it.

A disruptor finds opportunity and profit from his misfortunes.

There is a difference between failing and failure. Failing is trying something that you learn doesn't work. Failure is throwing in the towel and giving up.

Our world's future is far more malleable and controllable than most people realize.

A negative mind will never find success. I have never heard a positive idea come from a person in a negative state.

A dream with a deadline is a goal.

Accepting that the odds are against you is the same as accepting defeat before you begin.

A career is just a longer trip with a whole lot more baggage.

You will have more regrets for the things you didn't try than the ones you tried and didn't succeed at.

An average idea enthusiastically embraced will go farther than a genius idea no one gets.

Problems are just businesses waiting for the right entrepreneur to unlock the value.

Smart entrepreneurs learn that they must fail often and fast.

Data may disappoint, but it never lies.

The majority of people are not willing to risk what they have built for the opportunity to have something better.

Would you rather work forty hours a week at a job you hate or eighty hours a week doing work you love?

Most startup failures result from entrepreneurs who are better at making excuses than products.

Data has no ego and makes an excellent co-pilot.

Entrepreneur, if you're going to start up, make sure you start up with excellence in mind”.

Pursuing a rapid experiment and finding out you were wrong and changing directions isn’t failure. That is the road to success.

There are two types of uncertainty that influence a firm’s ability to create a customer: demand uncertainty (will customers buy it?) and technological uncertainty (can we make a desirable solution?).

After more than ten years as an entrepreneur, I came to reject that line of thinking. I have learned from both my own successes and failures and those of many others that it’s the boring stuff that matters the most. Startup success is not a consequence of good genes or being in the right place at the right time. Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.

In my Toyota interviews, when I asked what distinguishes the Toyota Way from other management approaches, the most common first response was genchi gembutsu—whether I was in manufacturing, product development, sales, distribution, or public affairs. You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand. It is unacceptable to take anything for granted or to rely on the reports of others.

When it first emerged, Twitter was widely derided as a frivolous distraction that was mostly good for telling your friends what you had for breakfast. Now it is being used to organize and share news about the Iranian political protests, to provide customer support for large corporations, to share interesting news items, and a thousand other applications that did not occur to the founders when they dreamed up the service in 2006. This is not just a case of cultural exaptation: people finding a new use for a tool designed to do something else. In Twitter's case, the users have been redesigning the tool itself. The convention of replying to another user with the @ symbol was spontaneously invented by the Twitter user base. Early Twitter users ported over a convention from the IRC messaging platform and began grouping a topic or event by the "hash-tag" as in "#30Rock" or "inauguration." The ability to search a live stream of tweets - which is likely to prove crucial to Twitter's ultimate business model, thanks to its advertising potential - was developed by another start-up altogether. Thanks to these innovations, following a live feed of tweets about an event - political debates or Lost episodes - has become a central part of the Twitter experience. But for the first year of Twitter's existence, that mode of interaction would have been technically impossible using Twitter. It's like inventing a toaster oven and then looking around a year later and discovering that all your customers have, on their own, figured out a way to turn it into a microwave.

The Lean Startup asks people to start measuring their productivity differently. Because startups often accidentally build something nobody wants, it doesn’t matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build—the thing customers want and will pay for—as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

Only 5 percent of entrepreneurship is the big idea, the business model, the whiteboard strategizing, and the splitting up of the spoils. The other 95 percent is the gritty work that is measured by innovation accounting: product prioritization decisions, deciding which customers to target or listen to, and having the courage to subject a grand vision to constant testing and feedback.

The cultural differences between Israel and the United States are actually so great that Intel started running “cross-cultural seminars” to bridge them. “After living in the U.S. for five years, I can say that the interesting thing about Israelis is the culture. Israelis do not have a very disciplined culture. From the age of zero we are educated to challenge the obvious, ask questions, debate everything, innovate,” says Mooly Eden, who ran these seminars. As a result, he adds, “it’s more complicated to manage five Israelis than fifty Americans

Throw in the valley’s rich history of computer science breakthroughs, and you’ve set the stage for the geeky-hippie hybrid ideology that has long defined Silicon Valley. Central to that ideology is a wide-eyed techno-optimism, a belief that every person and company can truly change the world through innovative thinking. Copying ideas or product features is frowned upon as a betrayal of the zeitgeist and an act that is beneath the moral code of a true entrepreneur. It’s all about “pure” innovation, creating a totally original product that generates what Steve Jobs called a “dent in the universe.” Startups that grow up in this kind of environment tend to be mission-driven. They start with a novel idea or idealistic goal, and they build a company around that. Company mission statements are clean and lofty, detached from earthly concerns or financial motivations.

Entrepreneurs who kept their day jobs had 33 percent lower odds of failure than those who quit. If you’re risk averse and have some doubts about the feasibility of your ideas, it’s likely that your business will be built to last. If you’re a freewheeling gambler, your startup is far more fragile. Like the Warby Parker crew, the entrepreneurs whose companies topped Fast Company’s recent most innovative lists typically stayed in their day jobs even after they launched. Former track star Phil Knight started selling running shoes out of the trunk of his car in 1964, yet kept working as an accountant until 1969. After inventing the original Apple I computer, Steve Wozniak started the company with Steve Jobs in 1976 but continued working full time in his engineering job at Hewlett-Packard until 1977. And although Google founders Larry Page and Sergey Brin figured out how to dramatically improve internet searches in 1996, they didn’t go on leave from their graduate studies at Stanford until 1998. “We almost didn’t start Google,” Page says, because we “were too worried about dropping out of our Ph.D. program.” In 1997, concerned that their fledgling search engine was distracting them from their research, they tried to sell Google for less than $2 million in cash and stock. Luckily for them, the potential buyer rejected the offer. This habit of keeping one’s day job isn’t limited to successful entrepreneurs. Many influential creative minds have stayed in full-time employment or education even after earning income from major projects. Selma director Ava DuVernay made her first three films while working in her day job as a publicist, only pursuing filmmaking full time after working at it for four years and winning multiple awards. Brian May was in the middle of doctoral studies in astrophysics when he started playing guitar in a new band, but he didn’t drop out until several years later to go all in with Queen. Soon thereafter he wrote “We Will Rock You.” Grammy winner John Legend released his first album in 2000 but kept working as a management consultant until 2002, preparing PowerPoint presentations by day while performing at night. Thriller master Stephen King worked as a teacher, janitor, and gas station attendant for seven years after writing his first story, only quitting a year after his first novel, Carrie, was published. Dilbert author Scott Adams worked at Pacific Bell for seven years after his first comic strip hit newspapers. Why did all these originals play it safe instead of risking it all?

Entrepreneurs are everywhere. You don’t have to work in a garage to be in a startup. The concept of entrepreneurship includes anyone who works within my definition of a startup: a human institution designed to create new products and services under conditions of extreme uncertainty. That means entrepreneurs are everywhere and the Lean Startup approach can work in any size company, even a very large enterprise, in any sector or industry. 2. Entrepreneurship is management. A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty. In fact, as I will argue later, I believe “entrepreneur” should be considered a job title in all modern companies that depend on innovation for their future growth. 3. Validated learning. Startups exist not just to make stuff, make money, or even serve customers. They exist to learn how to build a sustainable business. This learning can be validated scientifically by running frequent experiments that allow entrepreneurs to test each element of their vision. 4. Build-Measure-Learn. The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere. All successful startup processes should be geared to accelerate that feedback loop. 5. Innovation accounting. To improve entrepreneurial outcomes and hold innovators accountable, we need to focus on the boring stuff: how to measure progress, how to set up milestones, and how to prioritize work. This requires a new kind of accounting designed for startups—and the people who hold them accountable.

Impact is a critically important concept when it comes to social innovation, generally used in the context of measuring whether social interventions do or don’t work. But conceptually, it’s very similar to the problem of measuring success in a business before you have profits. That’s why lean methods are so perfectly suited to this kind of work. The only real difference is that instead of talking about maximizing shareholder value, Lean Impact talks about maximizing social impact. An advance party of pioneers, some of whom you’ll read about here, is already doing this, but we need more. This book is a way to help add to their numbers. Lean Impact is not only transformational for the social sector, though. My hope is that people in other kinds of businesses and organizations will also pick it up and, after reading about the dedicated people and clear strategies whose stories Ann Mei has gathered, think about how the products and institutions they build affect the world. All of us have more to learn about how we make impact so we can move together into this new era. —Eric Ries, author of The Lean Startup and The Startup Way