Eric Ries quotes:

There is no greater country on Earth for entrepreneurship than America. In every category, from the high-tech world of Silicon Valley, where I live, to University R&D labs, to countless Main Street small business owners, Americans are taking risks, embracing new ideas and - most importantly - creating jobs.

The biggest start-up successes - from Henry Ford to Bill Gates to Mark Zuckerberg - were pioneered by people from solidly middle-class backgrounds. These founders were not wealthy when they began. They were hungry for success, but knew they had a solid support system to fall back on if they failed.

The mistake isn't releasing something bad. The mistake is to launch it and get PR people involved. You don't want people to start amping up expectations for an early version of your product. The best entrepreneurship happens in low-stakes environments where no one is paying attention, like Mark Zuckerberg's dorm room at Harvard.

The problem with entrepreneurship is we are often working really hard producing high quality products that no-one wants. The creation of stuff is not valued.

When Steve Jobs and Steve Wozniak created Apple computer in a garage in Palo Alto, it heralded the beginning of the PC revolution that ultimately dealt a death-blow to dozens of older companies.

Here in Silicon Valley, I have taken part in hundreds of conversations trying to convince people to dive in and become entrepreneurs. All too often, innovators with good, safe, jobs are unwilling to put their family's access to health care at risk by walking away from company-backed medical insurance.

HubSpot has used the lean startup method to build a spectacularly successful company. What I particularly love about HubSpot is that they are so geeked out on data analysis and making evidence-based decisions, which are at the heart of the Lean Startup process.

There is much that public policy can do to support American entrepreneurs. Health insurance reform will make it easier for entrepreneurs to take a chance on a new business without putting their family's health at risk. Tort reform will make it easier to take prudent risks on new products in a number of sectors.

Entrepreneurs always pitch their idea as 'the X of Y', so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.

I asked all of our recruiters to give me all resumes of prospective employees with their name, gender, place of origin, and age blacked out. This simple change shocked me, because I found myself interviewing different-looking candidates - even though I was 100% convinced that I was not being biased in my resume selection process.

In my first start-up, I had an initial advertising budget of $5 per day total. That would buy us 100 clicks per day. At $5 per day, marketing people scoffed and said that is too small to matter. But if you think about it, to an engineer, 100 real humans everyday giving your product a try means you can really start improving.

It was 1999, and we were building a way for college kids to create online profiles for the purpose of sharing... with employers. Oops. I vividly remember the moment I realized my company was going to fail. My co-founder and I were at our wits' end. By 2001, the dot-com bubble had burst, and we had spent all our money.

Start-ups make so many mistakes that the challenge to identify the root cause of a failure is tough. But believing in your own plan is probably the worst.

Learning to see waste and systematically eliminate it has allowed lean companies such as Toyota to dominate entire industries. Lean thinking defines value as 'providing benefit to the customer'; anything else is waste.

If your goal is to make money, becoming an entrepreneur is a sucker's bet. Sure, some entrepreneurs make a lot of money, but if you calculate the amount of stress-inducing work and time it takes and multiply that by the low likelihood of success and eventual payoff, it is not a great way to get rich.

Start-up success is not a consequence of good genes or being in the right place at the right time. Success can be engineered by following the right process, which means it can be learned, which means it can be taught.

There was a study done in the early 20th century of all the entrepreneurs who entered the automobile industry around the same time as Henry Ford; there were something like 500 automotive companies that got funded, had the internal combustion engine, had the technology, and had the vision. Sixty percent of them folded within a couple of years.

I would say, as an entrepreneur everything you do - every action you take in product development, in marketing, every conversation you have, everything you do - is an experiment. If you can conceptualize your work not as building features, not as launching campaigns, but as running experiments, you can get radically more done with less effort.

Nowadays people talk about PayPal's founders as prescient geniuses who would inevitably change the world. It was, however, not so obvious that PayPal would taste its first major success by helping people sell Beanie Babies on eBay. But they had a vision, a hope, and the perseverance to try multiple iterations until they got it right.

The attributes for entrepreneurs cut both ways. You need the ability to ignore inconvenient facts and see the world as it should be and not as it is. This inspires people to take huge leaps of faith. But this blindness to facts can be a liability, too. The characteristics that help entrepreneurs succeed can also lead to their failure.

It's a really paradoxical thing. We want to think big, but start small. And then scale fast. People think about trying to build the next Facebook as trying to start where Facebook is today, as a major global presence.

Famous pivot stories are often failures but you don't need to fail before you pivot. All a pivot is is a change is strategy without a change in vision. Whenever entrepreneurs see a new way to achieve their vision - a way to be more successful - they have to remain nimble enough to take it.

You know how people always talk about how vision is the key to entrepreneurship and perseverance and really seeing what other people don't see? We can actually redeem a fair amount of that folk wisdom.

Customers don't know what they want. There's plenty of good psychology research that shows that people are not able to accurately predict how they would behave in the future. So asking them, 'Would you buy my product if it had these three features?' or 'How would you react if we changed our product this way?' is a waste of time. They don't know.

At IMVU, the cost of customer acquisition through our five-dollar-a-day AdWords campaign was less than twenty-five cents. Our revenue from those same customers was more than a dollar.

A lot of entrepreneurs hate big companies. But if you hate them so much, why are you trying to build a new one? The truth is, as soon as a startup has any kind of success whatsoever, it will face big company problems.

In the industrial world we have the problem of having more productive capacity than we know what to do with. That's at the root of the unemployment crisis: we've got so productive at making things, we don't require people to be involved in making the basics of life any more. Or nearly as many people.

I can't say I'm not grateful to have journalists writing about me as a genius. But I know it's not true. I'm not confused. I understand that success comes through a lot of failure and a lot of very embarrassing failure. People want to create the next Facebook, but they are too afraid to create the next Facemash.

When we're in the shower, when we're thinking about our idea - boy, does it sound brilliant. But the reality is that most of our ideas are actually terrible.

Prove to yourself that your business, in micro-scale at least, creates value. If you believe it, you'll find it that much easier to convince potential investors, partners and employees, too.

Science and vision are not opposites or even at odds. They need each other. I sometimes hear other startup folks say something along the lines of: 'If entrepreneurship was a science, then anyone could do it.' I'd like to point out that even science is a science, and still very few people can do it, let alone do it well.

Meritocracy is a good thing. Whenever possibly, people should be judged based on their work and results, not superficial qualities.

Entrepreneurs can't forecast accurately, because they are trying something fundamentally new. So they will often be laughably behind plan - and on the brink of success.

Our educational system is not preparing people for the 21st Century. Failure is an essential part of entrepreneurship. If you work hard, you can get an 'A' pretty much guaranteed, but in entrepreneurship, that's not how it works.

The United States is locked in a new arms race for that most precious resource - the future entrepreneurs upon whom economic growth depends. Substantial research shows that immigrants play a key role in American job creation.

You get a culture of entrepreneurship after you have successfully changed the accountability system so that people can use a better process. Process drives culture, not the other way around, so you can't just change the culture, you have to change the system.

Entrepreneurship is not really building a product, it's not having an idea, it's not being in the right place at the right time. It's fundamentally company building.

We need to reengineer companies to focus on figuring out who the customer is, what's the market and what kind of product you should build.

When I meet with most entrepreneurial teams, I ask them a simple question: How do you know that you're making progress? Most of them really can't answer that question.

Most phenomenal startup teams create businesses that ultimately fail. Why? They built something that nobody wanted.

Meritocracy is a good thing. Whenever possibly, people should be judged based on their work and results, not superficial qualities."

The attributes for entrepreneurs cut both ways. You need the ability to ignore inconvenient facts and see the world as it should be and not as it is. This inspires people to take huge leaps of faith. But this blindness to facts can be a liability, too. The characteristics that help entrepreneurs succeed can also lead to their failure."

The goal of a startup is to figure out the right thing to build-the thing customers want and will pay for-as quickly as possible. In other words, the Lean Startup is a new way of looking at the development of innovative new products that emphasizes fast iteration and customer insight, a huge vision, and great ambition, all at the same time.

A solid process lays the foundation for a healthy culture, one where ideas are evaluated by merit and not by job title.

When blame inevitably arises, the most senior people in the room should repeat this mantra: if a mistake happens, shame on us for making it so easy to make that mistake.

In a startup, both the problem and solution are unknown.

I believe for the first time in history, entrepreneurship is now a viable career.

Most companies are busy making their products worse, not better. Updating is almost always a disaster.

Most start-up companies fail and it is smart public policy to help entrepreneurs increase their odds of succeeding. But, the biggest loss to our economy is not all the start-ups that didn't make it: It's the ones that might have been created but weren't.

Except in very narrow cases, where there's breakthrough science that needs patent production, worrying about competitors is a waste of time. If you can't out iterate someone who is trying to copy you, you're toast anyway.

I bet the people who are in the auto industry right now have more than 10,000 good ideas about what might work and what we need to do is not come up with more good ideas. We need to go and test as many of those good ideas as possible.

When it comes to meritocracy and diversity, the symbolic is real. And that means that simple actions that reduce bias, such as blind resume or application screening, are a double win: they reduce implicit bias and they help communicate our commitment to meritocracy.

There's nothing wrong with raising venture capital. Many lean startups are ambitious and are able to deploy large amounts of capital. What differentiates them is their disciplined approach to determining when to spend money: after the fundamental elements of the business model have been empirically validated.

The grim reality is that most start-ups fail. Most new products are not successful. Yet the story of perseverance, creative genius, and hard work persists.

As an entrepreneur, I knew that if my company failed, I could always try again. So I often felt that the only real risk of true financial ruin came from the possibility of a serious illness that either exceeded my insurance plans lifetime limits, or was not covered due to rescission.

I actually believed if you work hard enough it was inevitable you'd succeed. Then I lived the 'Social Network' movie, but only the first half. The hardest part is the grueling work of constantly being wrong.

The reality is the Lean Startup method is not about cost, it is about speed. Lean startups waste less money, because they use a disciplined approach to testing new products and ideas.

The Lean Startup has evolved into a movement that is having a significant impact on how companies are built, funded and scaled.

Don't be in a rush to get big. Be in a rush to have a great product.

The only way to win is to learn faster than anyone else.

Reading is good, action is better.

As you consider building your own minimum viable product, let this simple rule suffice: remove any feature, process, or effort that does not contribute directly to the learning you seek.

Progress in manufacturing is measured by the production of high quality goods. The unit of progress for Lean Startups is validated learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty.

In the old economy, it was all about having the answers. But in today's dynamic, lean economy, it's more about asking the right questions. A More Beautiful Question is about figuring out how to ask, and answer, the questions that can lead to new opportunities and growth.

The minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort.

Every startup has a chance to change the world, by bringing not just a new product, but an entirely new institution into existence.

What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.

Zero invites imagination, but small numbers invite questions about whether large numbers will ever materialize.

A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainty.

Innovation is a bottoms-up, decentralized, and unpredictable thing, but that doesn't mean it cannot be managed.

A pivot is a change in strategy without a change in vision.

Leadership requires creating conditions that enable employees to do the kinds of experimentation that entrepreneurship requires.

The lean startup method is not about cost, it is about speed.

Sustainable growth is characterized by one simple rule: New customers come from the actions of past customers.

The big question of our time is not Can it be built? but Should it be built? This places us in an unusual historical moment: our future prosperity depends on the quality of our collective imaginations.

Using the Lean Startup approach, companies can create order not chaos by providing tools to test a vision continuously.

If we do not know who the customer is, we do not know what quality is.

If you cannot fail, you cannot learn.

We must learn what customers really want, not what they say they want or what we think they should want.

All innovation begins with vision. It's what happens next that is critical.

The way forward is to learn to see every startup in any industry as a grand experiment.

If you can't out iterate someone who is trying to copy you, you're toast anyway.

New Customers come from the action of past customers

If you don't know who your customer is, you don't know what quality is.

A Start Up is an institution designed to thrive in the soil of extreme uncertainty

Learning is the essential unit of progress for startups.

The only person who can put you out of business, in the early days, is yourself.

The goal of every startup experiment is to discover how to build a sustainable business around that vision.

The hardest part is the grueling work of constantly being wrong.

Better to have bad news that's true than good news we made up

Customers don't care how much time something takes to build. They care only if it serves their needs.

Entrepreneurs always pitch their idea as 'the X of Y,' so this is going to be 'the Microsoft of food.' And yet disruptive innovations usually don't have that character. Most of the time, if something seems like a good idea, it probably isn't.

This is one of the most important lessons of the scientific method: if you cannot fail, you cannot learn.

What if we found ourselves building something that nobody wanted? In that case what did it matter if we did it on time and on budget?

By the time that product is ready to be distributed widely, it will already have established customers.

Vanity metrics are the numbers you want to publish on TechCrunch to make your competitors feel bad.

It doesn't matter if you call it a boom or a bubble. The startup business moves in cycles, and what goes up will eventually come down.

Lean thinking defines value as providing benefit to the customer; anything else is waste.

Because startups often accidentally build something nobody wants, it doesn't matter much if they do it on time and on budget. The goal of a startup is to figure out the right thing to build - the thing customers want and will pay for - as quickly as possible.

A head start is rarely large enough to matter, and time spent in stealth mode-away from customers-is unlikely to provide a head start. The only way to win is to learn faster than anyone else.

At IMVU, we opened up our board meetings to the whole company.

The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.

If we stopped wasting people's time, what would they do with it?

If the plan is to see what happens, a team is guaranteed to succeed - at seeing what happens - but won't necessarily gain validated learning - If you cannot fail, you cannot learn.