Name: Eric Ries:"精益創業"--谷歌講座 (Eric Ries: "The Lean Startup" | Talks at Google)
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>>Thomas Sharon: Hi everyone. Thanks for coming. My name is Thomas Sharon. I'm a UX Researcher

And without further ado, I would like to introduce you to Eric Ries, the founder of the Lean

Startup movement. And thank you for coming.

>>Eric Ries: See, I don't know. It's hard to know when you have an audience you don't

So, some of you maybe know the blog, Startup Lessons Learned. Anybody? Quick show of hands.

OK, good. We have true new people. So, thank you. Thank you for coming to check it out.

So my name is Eric Ries. I don't really want your undivided attention. So keep your laptops

on. That's fine. And in fact, if everyone do me a favor and take your phones out of

I mean, I'm sorry. I know I'm not supposed to have this one, but if can turn them on.

No, I'm not joking around. Out of the pockets, please. 'Cause this is gonna be a talk. You

might get bored and you might wanna tweet amongst yourselves.

Or I don't know, whatever special internal tools you guys use. Whatever it is, please

feel free. All I ask is that you use the Lean Startup hash tag, at least if you're on Twitter.

Okay. Is that fair? I won't tell anybody. Don't worry.

I'm in New York because I'm writing a book. So one of things you do when you're writing

a book is you have to go to tell as many people as possible that this book is coming out.

It'll come out in the fall. I thank you in advance for preordering it. You can do so

That's my life now is as a professional expert selling books, which is a far cry from how

I started, which is as a programmer writing code.

So I'm one of those people that grew up writing code. I used to write code for a living, which

is a job I knew really well and understood. I was pretty good at it.

And then, I started doing startups and I started to have to manage people who wrote code for

a living. I knew that slightly less well.

And then I was managing people who managed people who write code for a living.

And now, I am this professional expert. And so I advise people who manage people who manage

people who write code. So I've become very far removed from the actual work of product

But that journey has taken me from just writing code to doing this because I actually think

the way that we organize new product development is basically wrong. And that most of the energy

that we are investing into what is called 'entrepreneurship', when it's two guys in

a garage, or 'disruptive innovation' or something else buzzwordy when it's done inside a big

company, is wasting a lot of people's time. And I think we can do something about it.

So that's what I wanted to talk to you guys about. Thanks for coming.

So anyway, and this book, of course, will be available in stores everywhere in the fall.

So, if you read the book, you will learn five principles of the Lean Startup. And we'll

And I wanna invite you to ask questions either on Twitter, if you're not feeling that courageous,

or interrupt me at any time or we'll have time at the end. All right?

So, entrepreneurs are everywhere. The first thing is, especially in an audience like this,

I wanna be clear, that entrepreneurship is not just about two guys in a garage eating

Ramen noodles. In fact, what makes you an entrepreneur is not what kind of noodles you

eat, but the context in which you operate.

And as I've been travelling around talking about Lean Startup, what I have learned is

that there are entrepreneurs in all kinds of places you wouldn't necessarily expect.

And we have a lot more in common than people realize, because entrepreneurship is management.

But not the kind of general management we're teaching MBAs and that we have studied for

the last hundred years, something fundamentally different. It is management of a kind of work

that is measured by validated learning, rather than just making stuff.

We accelerate that learning through something called the 'build-measure-learn feedback loop'.

And then we measure and hold entrepreneurs accountable using a new accounting system

Now, I apologize. You came to a very, I'm sure, you saw the signs up here like, "Ooh,

an exciting talk about entrepreneurship and startups and that's gonna be cool." And what

You got management and accounting, which are perhaps the two most boring topics on Earth.

So if anybody wants to leave now, I won't be offended. It's OK.

Because the truth is, what do people know about entrepreneurship? I feel like -- who

saw 'The Social Network'? OK. Right. I feel like that's probably the best modern example

of the entrepreneurship story we're all used to.

And you see this in magazines and you see it in 'The Social Network'. I noticed last

night that the story, 'Ghostbusters' -- remember 'Ghostbusters', the movie? It's an entrepreneurship

story. They start a business. They, Dave, everything's the same. It's like the same

plot structure as 'The Social Network', believe it or not, except it has a Stay Puft Marshmallow

In these entrepreneurship stories, what happens? It's a story in three parts.

Act One: The plucky protagonist, his character, his character flaws and how he came up with

Act Two: What I call the photo montage. It's usually about two minutes long. It goes from

"they finally get the thing to work". Then they're writing on whiteboards and drinking

some beer, pounding on some keyboards. And then they get their first customer. And then

that's pretty much it. No dialogue or anything in the photo montage.

And then Act Three: Now that we're on the cover of magazines, how do we divide up the

spoils? And who's in charge? And who's in Who's Who? And how do we deal with the EPA

and all that stuff? For fans of 'Ghostbusters'.

What I think is really interesting about these stories about entrepreneurship is that 95

percent of the time of the movie is spent in Acts One and Act Three, even though in

real life, all of the important work of entrepreneurship happens during the photo montage. But the

problem is, for a story-telling point of view, the photo montage, even though it has no dialogue

and only lasts two minutes, is it's unspeakably boring.

What do we do as entrepreneurs that actually makes a difference? We spend our time trying

to figure out which customers to listen to and who to ignore, how to product-prioritize

I mean you guys, how many product prioritization meetings do you go to? It's not exactly the

stuff of movies. It's unbelievably boring.

And how do we hold people accountable? How do we measure to figure out if we're actually

making progress or building something that nobody wants? See, watching somebody pretend

like they don't have anxiety that their vision is wrong, is not very good for movies. But

And so, we're gonna have to talk about stuff like management and accounting, 'cause it's

time to go inside the photo montage and try to figure out what can we do to make the actual

work of entrepreneurship more effective. So, entrepreneurs are everywhere.

My goal, my mission in doing this whole Lean Startup thing has been to try to put the practice

of entrepreneurship on a more rigorous footing. And so, I started out with a definition. Here's

mine: What is a startup? "A human institution designed to create something new under conditions

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Eric Ries:"精益創業"--谷歌講座 (Eric Ries: "The Lean Startup" | Talks at Google)

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