​Startup Ecosystem : Learnings
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https://steveblank.com/2014/06/05/pivot-firing-the-plan-not-the-people-2-minutes-to-see-why/

Startup Ecosystem : Learnings

​https://steveblank.com/2014/06/23/keep-calm-and-test-the-hypothesis-2-minutes-to-see-why/

Startup Ecosystem : Learnings

​https://steveblank.com/2014/06/28/customer-discovery-the-search-for-productmarket-fit-2-minutes-to-see-why/

Startup Ecosystem - Learnings
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​https://steveblank.com/2014/07/03/validation-be-sure-your-startup-vision-isnt-a-hallucination-2-minutes-to-see-why/

Startup Ecosystem - Learnings

​https://steveblank.com/2014/10/14/no-business-plan-survives-first-contact-with-customers-2-minutes-to-see-why/

Entrepreneurship is everywhere, but everywhere isn’t a level playing field. What’s the playbook for your region or country to make it so?

https://steveblank.com/2014/10/31/born-global-or-die-local-building-a-regional-startup-playbook/​

During the Cold War with the Soviet Union, science and engineering at both Stanford and U.C. Berkeley were heavily funded to develop Cold War weapon systems. Stanford’s focus was Electronic Intelligence and those advanced microwave components and systems were useful in a variety of weapons systems. Starting in the 1950’s, Stanford’s engineering department became “outward facing” and developed a culture of spinouts and active faculty support and participation in the first wave of Silicon Valley startups.
https://steveblank.com/2015/03/03/u-c-berkeley-haas-business-school-blowing-up-the-business-plan-the-lean-launchpad-i-corps/​

I just spent a day working with Bob, the Chief Innovation Officer of a very smart large company I’ll call Acme Widgets.
Bob summarized Acme’s impediments to innovation. “At our company we have a culture that fears failure. A failed project is considered a negative to a corporate career. As a result, few people want to start a project that might not succeed. And worse, even if someone does manage to start something new, our management structure has so many financial, legal and HR hurdles that every initiative needs to match our existing business financial metrics, processes and procedures. So we end up in “paralysis by analysis” – moving slowly to ensure we don’t make mistakes and that everyone signs off on every idea (so we can spread the collective blame if it fails). And when we do make bets, they’re small bets on incremental products or acquisitions that simply add to the bottom line.”
https://steveblank.com/2015/03/11/fear-of-failure-and-lack-of-speed-in-a-large-corporation/

I am always surprised when critics complain that the Lean Startup’s Build, Measure, Learn approach is nothing more than “throwing incomplete products out of the building to see if they work.”
Unfortunately the Build, Measure, Learn diagram is the cause of that confusion. At first glance it seems like a fire-ready-aim process.
It’s time to update Build, Measure, Learn to what we now know is the best way to build Lean startups.
Here’s how.
https://steveblank.com/2015/05/06/build-measure-learn-throw-things-against-the-wall-and-see-if-they-work/

As we prepared for the new Hacking for Defense class at Stanford, we had to stop and ask ourselves: How do we use the Business Model Canvas if the primary goal is not to earn money, but to fulfill a mission? In other words, how can we adapt the Business Model Canvas when the metrics of success for an organization is not revenue?
https://steveblank.com/2016/02/23/the-mission-model-canvas-an-adapted-business-model-canvas-for-mission-driven-organizations/​