My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

My advice was to start a policy of making reversible decisions before anyone left the meeting or the office. In a startup, it doesn't matter if you're 100 percent right 100 percent of the time. What matters is having forward momentum and a tight fact-based data/metrics feedback loop to help you quickly recognize and reverse any incorrect decisions. That's why startups are agile. By the time a big company gets the committee to organize the subcommittee to pick a meeting date, your startup could have made 20 decisions, reversed five of them and implemented the fifteen that worked.

Using the Product Development Waterfall diagram for Customer Development activities is like using a clock to tell the temperature. They both measure something, but not the thing you wanted.

In a startup no facts exist inside the building, only opinions.

The company that consistently makes and implements decisions rapidly gains a tremendous, often decisive, competitive advantage.

A business model describes how your company creates, delivers and captures value.

Startups don’t fail because they lack a product; they fail because they lack customers and a profitable business model.