Why The Lean Start-Up Changes Everything

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SKIP TO CONTENTHarvard Business Review LogoLean business modelWhy the Lean Start-Up Changes Everything

A faster, smarter methodology for launching companies may make business plans obsolete. by Steve Blank

From the Magazine (May 2013)Download, 2005, Acrylic on linen, 1.5 m x 1.5 m, Wallace Trust Collection   Sara Hughes; Photography: Courtesy of the artist and Gow Langsford Gallery

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Launching a new enterprise—whether it’s a tech start-up, a small business, or an initiative within a large corporation—has always been a hit-or-miss proposition. According to the decades-old formula, you write a business plan, pitch it to investors, assemble a team, introduce a product, and start selling as hard as you can. And somewhere in this sequence of events, you’ll probably suffer a fatal setback. The odds are not with you: As new research by Harvard Business School’s Shikhar Ghosh shows, 75% of all start-ups fail.

Read more on Lean business model or related topics Start-ups and ExperimentationA version of this article appeared in the May 2013 issue of Harvard Business Review.Steve Blank is an adjunct professor at Stanford University, a senior fellow at Columbia University, and a lecturer at the University of California, Berkeley. He has been either a cofounder or an early employee at eight high-tech start-ups, and he helped start the National Science Foundation Innovation Corps and the Hacking for Defense and Hacking for Diplomacy programs. He blogs at www.steveblank.com.
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Read more on Lean business model or related topics Start-ups and Experimentation

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