📚 Calepes’ Highlights

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A batch of the best highlights from what Carlos ☕️'s read, .

A startup’s job is to (1) rigorously measure where it is right now, confronting the hard truths that assessment reveals, and then (2) devise experiments to learn how to move the real numbers closer to the ideal reflected in the business plan.

The Lean Startup

Eric Ries

In order to discover an effective solution, the team is responsible for addressing four different types of risks: • *Value Risk*: will the customer buy our solution, or choose to use it? • *Viability Risk*: will this solution work for our business? Is it something we can effectively and legally get to market, sell, service, fund, and monetize? • *Usability Risk*: can the user easily learn, use and perceive the value of the solution? • *Feasibility Risk*: do we know how to build and scale this solution, with the staff, time, technology, and data we have?

Product Core Competencies

Marty Cagan

The theory of capabilities gives companies the framework to determine when outsourcing makes sense, and when it does not. There are two important considerations. First, you must take a dynamic view of your suppliers’ capabilities. Assume that they can and will change. You should not focus on what the suppliers are doing now, but, rather, focus on what they are striving to be able to do in the future. Second, and most critical of all: figure out what capabilities you will need to succeed in the future. These must stay in-house—otherwise, you are handing over the future of your business. Understanding the power and importance of capabilities can make the difference between a good CEO and a mediocre one.

How Will You Measure Your Life?

Clayton M. Christensen, James Allworth, and Karen Dillon

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