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Stanford Entrepreneurship corner, From Stanford to Startup No.4 A Problem with Stealth Startups

From Stanford to Startup No.4 A Problem with Stealth Startups

How many people have heard of stealth startup, started a stealth startup, feel like they would go into entrepreneurship and keep their ideas to themselves? I'm going to assume that everyone's going to raise their hand, because we've all heard of the stealth startup, how cool it sounds. The problem with stealth startups is that you don't get the feedback you need quickly enough. In order to test whether you're working on the right thing or not, you need to put it in front of people. And I think there are certain verticals... I'm really talking about consumer internet here specifically... I think there are certain verticals outside of consumer internet where stealth might make sense if you're doing pharmaceutical or something. But for us, getting it in front of users was the most eye-opening experience. I remember putting Burbn in front of people we didn't know and they were just, 'What is this thing? What are you doing?' We would be in a busy bar and trying to explain to them on our mobile phones and they just wouldn't get it. And that happened enough in front of people outside of our friend group that it was really clear we had to work on something different. Or at least refine the idea. And I think that's something to keep in mind as you're going about starting a startup. Building the minimum viable product is super useful. Don't build past what you need to build to answer the questions. I think Eric Ries talks about this all the time. He says he was at his job and he was building this 3D chat client... the idea was you could basically link your Yahoo Messenger, your MSN Messenger, all these different messengers to this one 3D client... and he spent eight weeks doing it. And then they launched it. And no one used it. And he said to himself, 'Couldn't I have just done one of those platforms to prove that no one used it?' So ask yourself, how much work do you need to do to actually prove whether or not this thing's going to sink or swim? The 'Sink or Swim School of Engineering'. We should just write this book, right? It's really true, though. Everything we do at Instagram, we start by saying, what's the V1 of this feature? What's the V1 of this thing that we're going to put out in two days and test whether or not it's going to work? I think that's super important to remember. The last point here is failing early and failing often. It's totally OK to fail in an organization. You need to fail in order to find the right solution. Often, the first thing you start off with is not the thing you end up with. And you should assume from the start, your first idea is not going to be your last. And your job is to fail your way to success. And I think what's we did in Burbn pretty well. We failed all the time. And finally we woke up one morning and we were like, 'We're failing too much. We need to move a little bit to the right.' And even in Instagram, we failed a bunch with different features and things. But the idea is you're constantly refining this original idea. It's not this 'wake up one morning and have the brilliant idea and go implement it'. You're constantly iterating on it.

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From Stanford to Startup No.4 A Problem with Stealth Startups ||||||||gizlilik| Von Stanford zum Startup Nr. 4 Ein Problem mit Stealth-Startups De Stanford a la startup nº 4 Un problema con las startups furtivas スタンフォードからスタートアップへ No.4 ステルス・スタートアップの問題点 스탠포드에서 스타트업 4호까지 스텔스 스타트업의 문제점 De Stanford para a Startup N.º 4 Um problema com as Stealth Startups От Стэнфорда до стартапа №4 Проблема скрытых стартапов Stanford'dan Startup'a No.4 Gizli Startup'larla İlgili Bir Sorun Від Стенфорда до стартапу №4 Проблема стелс-стартапів 从斯坦福到初创企业 No.4 隐形初创企业的问题

How many people have heard of stealth startup, started a stealth startup, feel like they would go into entrepreneurship and keep their ideas to themselves? I'm going to assume that everyone's going to raise their hand, because we've all heard of the stealth startup, how cool it sounds. The problem with stealth startups is that you don't get the feedback you need quickly enough. In order to test whether you're working on the right thing or not, you need to put it in front of people. And I think there are certain verticals... I'm really talking about consumer internet here specifically... I think there are certain verticals outside of consumer internet where stealth might make sense if you're doing pharmaceutical or something. ||||||sektörler|||||||||||||||||||||||||||ilaç|| But for us, getting it in front of users was the most eye-opening experience. I remember putting Burbn in front of people we didn't know and they were just, 'What is this thing? |||Burbn||||||||||||||| What are you doing?' We would be in a busy bar and trying to explain to them on our mobile phones and they just wouldn't get it. And that happened enough in front of people outside of our friend group that it was really clear we had to work on something different. Or at least refine the idea. |||geliştirmek|| And I think that's something to keep in mind as you're going about starting a startup. Building the minimum viable product is super useful. Don't build past what you need to build to answer the questions. |inşa et|||||- için||||| No construyas más allá de lo necesario para responder a las preguntas. Soruları yanıtlamak için inşa etmeniz gerekenden fazlasını inşa etmeyin. I think Eric Ries talks about this all the time. |||Ries|||||| Sanırım Eric Ries sürekli bundan bahsediyor. He says he was at his job and he was building this 3D chat client... the idea was you could basically link your Yahoo Messenger, your MSN Messenger, all these different messengers to this one 3D client... and he spent eight weeks doing it. ||||||||||||||||||||||||||MSN Messenger|||||mesajlaşma uygulamaları|||||||||||| İş yerindeyken bir 3D sohbet istemcisi geliştirdiğini söylüyor... Fikir, Yahoo Messenger'ınızı, MSN Messenger'ınızı, tüm bu farklı mesajlaşma programlarını bu 3D istemciye bağlayabilmenizdi... ve bunu yapmak için sekiz hafta harcamış. And then they launched it. And no one used it. And he said to himself, 'Couldn't I have just done one of those platforms to prove that no one used it?' Ve kendi kendine şöyle dedi: 'Kimsenin kullanmadığını kanıtlamak için şu platformlardan birini yapamaz mıydım? So ask yourself, how much work do you need to do to actually prove whether or not this thing's going to sink or swim? ||||||||||||||||||şeyin||||| Bu yüzden kendinize sorun, bu şeyin batacağını ya da yüzeceğini gerçekten kanıtlamak için ne kadar çalışma yapmanız gerekiyor? The 'Sink or Swim School of Engineering'. 'Bat ya da Yüz Mühendislik Okulu'. We should just write this book, right? It's really true, though. Everything we do at Instagram, we start by saying, what's the V1 of this feature? What's the V1 of this thing that we're going to put out in two days and test whether or not it's going to work? I think that's super important to remember. The last point here is failing early and failing often. It's totally OK to fail in an organization. You need to fail in order to find the right solution. Often, the first thing you start off with is not the thing you end up with. A menudo, lo primero con lo que se empieza no es lo que se acaba. And you should assume from the start, your first idea is not going to be your last. And your job is to fail your way to success. And I think what's we did in Burbn pretty well. We failed all the time. And finally we woke up one morning and we were like, 'We're failing too much. We need to move a little bit to the right.' And even in Instagram, we failed a bunch with different features and things. But the idea is you're constantly refining this original idea. ||||||rafine etme||| It's not this 'wake up one morning and have the brilliant idea and go implement it'. You're constantly iterating on it. ||döngüsel olarak||