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We formulated a business hypothesis: people who take photos of bottles of wine might want to buy them. JT: Can you give an example of an experiment you would run in a lean enterprise?īO: A lean startup I was trying to create was a wine company.

Either you invalidate your hypothesis, in which case you might want to change what you do, or you get confidence that you’re on the right path and you want to continue. The outcome of most experiments is some sort of learning. For years, humans have made observations, formulated hypotheses, and then created experiments to test that hypothesis. What’s the smallest thing you can build to test idea, specifically with the customers that it’s designed for? The scientific method is what we use to explore uncertainty. What does that mean for you?īO: Eric Ries talked about the concept of build, measure, learn. JT: You said that lean startup is about scientific thinking. That’s where we see the most radical improvements in organizations. By creating that culture of learning and empowering people, you create a high-performance culture where the people who are doing the work don’t have to ask for permission to try new things, make things better, and become engaged. Those are the core elements: building a culture of experimentation and learning in your organization so that it can adapt to the changing circumstances both in the market and internally. Start by thinking about the outcomes want to achieve, then devise experiments to move toward that outcome, and learn along the way.

QUICKBOOKS SMALL BUSINESS ACCOUNTING 2011 DOWNLOAD HOW TO

But it’s also a great way to reduce uncertainty-for example, what kind of CMS and tools to use, or how to experiment when building new processes. In the book, when we talk about new-product development, the lean-startup approach is a great way to discover what works when building new products. We wanted to capture the essence of the lean-startup principles, such as scientific thinking, and then apply that across an entire organization. Is that correct?īarry O’Reilly (BO): Yes, in part. Johannes Thönes (JT): Your book Lean Enterprise is, in essence, an extension of the lean-startup idea to big companies.

QUICKBOOKS SMALL BUSINESS ACCOUNTING 2011 DOWNLOAD SOFTWARE

Software Engineering Radio Episode 221: Jez Humble on Continuous Delivery.

The Lean Startup: How Today’s Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, by Eric Ries.

Lean Enterprise: How High Performance Organizations Innovate at Scale, by Jez Humble, Joanne Molesky, and Barry O’Reilly.

As an example of a successful lean enterprise, O’Reilly talks about GOV.UK, the British government’s new website. He further discusses the challenges for enterprises trying to do something similar and introduce the three-horizon model, to manage innovative, growing, and new products. He shares his experiment of an online wine seller using Twitter. O’Reilly talks about the idea of scientific experiments and the build-measure-learn loop popularized by the lean-startup method. A lean enterprise is a large organization that manages to keep innovating while keeping its existing products in the market. OL21031366W Page_number_confidence 94.18 Pages 422 Partner Innodata Pdf_module_version 0.0.17 Ppi 360 Rcs_key 24143 Republisher_date 20220106151556 Republisher_operator Republisher_time 394 Scandate 20211230191038 Scanner Scanningcenter cebu Scribe3_search_catalog isbn Scribe3_search_id 9781111822514 Tts_version 4.Johannes Thönes talks to Barry O’Reilly, principal consultant at ThoughtWorks, about his recently published book Lean Enterprise.

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