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Greg set out to change the QuickBooks development process by using four principles: 1. Smaller teams. Shift from large teams with uniform functional roles to smaller, fully engaged teams whose members take on different roles. 2. Achieve shorter cycle times. 3. Faster customer feedback, testing both whether it crashes customers’ computers and the performance of new features/customer experience. 4. Enable and empower teams to make fast and courageous decisions.
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Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
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Although the primary changes that are required in an adaptive organization are in the mind-set of its employees, changing the culture is not sufficient. As we saw in Chapter 9, lean management requires treating work as a system and then dealing with the batch size and cycle time of the whole process. Thus, to achieve lasting change, the QuickBooks team had to invest in tools and platform changes that would enable the new, faster way of working.
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Eric Ries (The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses)
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Ctrl-I Create invoice → Ctrl-E Edit transaction selected in register → Ctrl-F Find transaction → Ctrl-J Open Customer Center → Ctrl-M Memorize transaction or report → Ctrl-N New invoice, bill, check, or list item in context → Ctrl-Q QuickReport on transaction or list item → Ctrl-T Open memorized transaction list → Ctrl-W Write new check → Ctrl (while opening)
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Joey Clint (Quickbooks: Personal Bookkeeping Guide for Entrepreneurs, and Business owners (Small Business, Personal Finance, Investing, Stock, Mutual Fund, Excel, ... Management, Money Management, Marketing,))