As someone who teaches about entrepreneurship and advocates for it as a career path, I have to admit that I find it to be a path of tremendous suffering for a lot of people. The reality is, beneath all the exciting milestones, and hyped-up press releases, entrepreneurship by its nature creates the perfect conditions for loneliness, stress, burnout, and depression.
Time and time again, I encounter ‘successful’ entrepreneurs — ones that have raised millions, ones that have found product-market fit, ones that are nearing a big exit — who are utterly miserable.
Doing a startup will always entail some degree…
This is a short-form post. Go here for the extended version (with examples, extra tips, and more detail).
These are the three most common questions I hear in my work interfacing with Lean Startup followers at Stanford and accelerators in the Bay Area:
1. Which experiments should we run right now?
2. Is our user feedback positive ‘enough’?
3. Are we actually making progress in creating a viable venture?
There is an answer to all of these questions! …
Short on time? You can find the short-form version of this post here.
Lean Startup has flourished in the last decade, now a common term among entrepreneurs and corporate innovators alike. In short, Lean Startup asserts that startups are essentially research organizations and that the founders’ primary goal should be to conduct low-cost experiments to accumulate “validated learning” about their customers’ needs and behaviors and the viability of their business ideas.
In my work interfacing with hundreds of entrepreneurs at Stanford and within accelerators around the Bay Area, I’ve noticed that many innovators following the Lean Startup approach get stuck…
Associate Director, Center for Entrepreneurial Studies, Stanford Graduate School of Business.