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Steve Blank Quotes

Most Famous Steve Blank Quotes of All Time!

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While 'The Owner's Manual' is not a formula for guaranteed success by any means, we're confident it will help reduce the failure rate of most startups that use our Customer Development process.

Face-to-face customer feedback refines or validates every component of the startup's business model, not just the product itself.

The Lockheed Skunk Works, led by Kelly Johnson, was responsible for its Advanced Development Projects - everything from the P-80, the first U.S. jet fighter plane, to the U-2 and A-12 spy planes.

Skunk works differed from advanced research groups in that they were more than just product development groups. They had direct interaction with customers and controlled a sales channel which allowed them to negotiate their own deals with customers.

Decades before we were able to articulate the value of 'getting out of the building' and the Lean Startup, the value in having skunk works controlling their own distribution was starkly evident.

Skunk works were emblematic of corporate structures that focused on execution and devalued innovation.

The Columbia Startup Lab is a visible symbol of how the university is making entrepreneurship an integral part of all colleges at the university.

Michael Bloomberg has yet to get his due for engineering the New York entrepreneurial ecosystem.

One can make the case that the New York venture capital industry is rooted in the 21st century, not the 20th.

Companies that get started and built in New York City tend to be applied technology.

It typically takes multiple iterations and pivots to find product/market fit - the match between what you're building and who will buy it.

Unfortunately, as you hire more people, the casual, informal 'do what it takes' culture, which worked so well at less than 40 people, becomes chaotic and less effective.

In the past, when venture-funded startups told their investors they'd found a profitable business model, the first thing VCs would do is to start looking for an 'operating exec' - usually an MBA who would act as the designated 'adult'...

Startups have finite time and resources to find product/market fit before they run out of money. Therefore startups trade off certainty for speed, adopting 'good enough decision making' and iterating and pivoting as they fail, learn, and discover their business...

In corporations, the penalty for repeated failure on known tasks is being reassigned to other tasks or asked to leave the company.

Innovation in an existing company is not just the sum of great technology, key acquisitions, or smart people. Corporate innovation needs a culture that matches and supports it.

Persuading employees to let go of old values and beliefs and adopt new ones can be challenging.

All too often, a corporate innovation initiative starts and ends with a board meeting mandate to the CEO followed by a series of memos to the staff, with lots of posters and one-day workshops. This typically creates 'innovation theater' but...

You can get a good handle on a company's culture before you even get inside the building. For example, when companies say, 'We value our employees' but have reserved parking spots, a private cafeteria, and over-the-top offices for the executives,...

Measuring how hard your team is working by counting the number of hours they work or what time they get in and leave is how amateurs run companies.

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