Business plans are the tool existing companies use for execution. They are the wrong tool to search for a business model.
Steve BlankRead
Greatest risk is not development of new product, but development of customers and markets
Interpretation
The greatest challenge lies not in creating new products, but in building a customer base and identifying markets for them.
Steve Blank emphasizes that while innovation and product development are crucial, the true risk and challenge for businesses stem from understanding and engaging with customers and the markets they operate in. A successful product launch depends largely on market fit and customer relationships rather than the technical aspects of the product itself.
In practice
This quote can be used during a business strategy meeting to highlight the importance of customer engagement.
Business plans are the tool existing companies use for execution. They are the wrong tool to search for a business model.
Unless you have tested the assumptions in your business model first, outside the building, your business plan is just creative writing.
People talk about getting lucky breaks in their careers. I’m living proof that the “lucky breaks” theory is simply wrong. You get to make your own luck... The world is run by those who show up…not those who wait to be asked.
You need to ask yourself, ‘Where do you want to work: startups, mid-size or large companies?’ If you find yourself debating the ‘startup versus large company’ choice you’ve already chosen the big company. Entrepreneurship isn’t a career choice it’s a passion and obsession.
We now know that something between 85 and 90 percent of most software product features are unwanted and unneeded by customers. That is an enourmous ammount of waste of time and money that ends up on the floor.
Build and they will come’ is not a strategy, it’s a prayer.
Don't hesitate to seek external help or advice where need be. Sometimes, it takes an external, emotionally unattached individual to detect your business flaws and render unbiased advice.
Too often, executive compensation in the U.S. is ridiculously out of line with performance. That won't change, moreover, because the deck is stacked against investors when it comes to the CEO's pay. The upshot is that a mediocre-or-worse CEO - aided by his handpicked VP of human relations and a consultant from the ever-accommodating firm of Ratchet, Ratchet and Bingo - all too often receives gobs of money from an ill-designed compensation arrangement.
If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.
Why should a manufacturer bet his money, perhaps the future of his company, on your instinct?
So many businesses get worried about looking like they might make a mistake, they become afraid to take any risk. Companies are set up so that people judge each other on failure. I am not going to get fired if we have a bad year. Or a bad five years. I don’t have to worry about making things look good if they’re not. I can actually set up the company to create value.
Values can set a company apart from the competition by clarifying its identity and serving as a rallying point for employees. But coming up with strong values - and sticking to them - requires real guts.
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