tag:blogger.com,1999:blog-7533727264507128560.post3561687984185781264..comments2010-03-25T17:13:16.317-07:00Erichttp://www.blogger.com/profile/12249063135381216090noreply@blogger.comBlogger5125tag:blogger.com,1999:blog-7533727264507128560.post-86908171377432818112010-03-24T02:46:51.565-07:002010-03-24T02:46:51.565-07:00Great post!!!<br /><br />@Chris I agree, it is weird but it seems that fail faster is the real key to success...Moti Karmonahttp://blog.karmona.comnoreply@blogger.comtag:blogger.com,1999:blog-7533727264507128560.post-57073499484312949502009-03-13T21:06:00.000-07:002009-03-13T21:06:00.000-07:00My experience (3 time founder, 6 startups, 1 IPO, 5 colossal failures) is that we spend too much time looking for what we do wrong, when in fact, we may have done nothing wrong. My thought on the evolution of the entrepreneur:<BR/> * Green: "The idea is what wins!"<BR/> * Tenderfoot (1 failure): "OK, idea is fine, but you need the right team"<BR/> * Battered (2 failures): "OK, the right team AND the right execution."<BR/> * Hardened (3 failures): "Well then, idea, team, execution and TIMING."<BR/> * Wizened (4 failures): "I think I got it: idea, team, execution, timing and funding terms" (this one really hurts, you think you succeeded, and then find out due to preferences you don't actually get any money)<BR/> * Sagacious (5 failures): "It's luck! If you do everything right, you've got maybe a 25% chance"<BR/><BR/>So then how do you succeed? Fail faster. <BR/><BR/>Great post, thanks for sharing.Chris Lunthttp://chrislunt.comnoreply@blogger.comtag:blogger.com,1999:blog-7533727264507128560.post-67447708967792474712009-02-05T17:43:00.000-08:002009-02-05T17:43:00.000-08:00Great post! I can't agree more.<BR/><BR/>Actually, I recently experienced the exact same situation in a startup.<BR/><BR/>Everything was in place, from agile methods to proper planning and executing but it didn't prevent us to fail.<BR/><BR/>We were lacking those reality checks that would have avoid us to take the wrong path and building the wrong thing -- but the illusion of progress was perfect.Fred Brunelhttp://fredbrunel.com/noreply@blogger.comtag:blogger.com,1999:blog-7533727264507128560.post-76030436244011667652009-02-04T02:08:00.000-08:002009-02-04T02:08:00.000-08:00Good post.<BR/><BR/>Seems like all of these problems can be to some degree addressed with agile development methods. Most of the issues in the posts are actually addressed in the Agile Manifesto itself. :)Juho Hamarihttp://virtual-economy.orgnoreply@blogger.comtag:blogger.com,1999:blog-7533727264507128560.post-3866293882115051642009-02-02T11:50:00.000-08:002009-02-02T11:50:00.000-08:00Once again, a fantastic post.<BR/><BR/>Although I wasn't there, I suspect there's another mistake that runs through this: believing that perfection doesn't require practice.<BR/><BR/>In my view, both people and organizations can only be good at what they have been doing a lot. I'm sure if you'd asked anybody, they would have said that as soon as they launched, they'd listen eagerly to customers, adapt quickly, provide world-class service, etc. But they spent years doing something entirely different. <BR/><BR/>Even if they hadn't hamstrung themselves from both technical and product perspectives, people would have build up years of habits and working relationships that had little relationship to what was to come. I've seen a few different companies try to make this transition from fantasy-based development to reality-based development. The personal and cultural changes are incredibly difficult, especially for a large number of people who have been working for a long period.William Pietrihttp://agilefocus.com/noreply@blogger.com