Chapter Narration Auto-Biography
Description
Vocal Characteristics
Language
EnglishVoice Age
Young Adult (18-35)Accents
North American (General)Transcript
Note: Transcripts are generated using speech recognition software and may contain errors.
for an entrepreneur, There's always one nagging question that has to be answered every single day. What should we build Neck as a CEO of two tech companies? This question awaited me as soon as I opened my laptop in the morning. It was still in my mind when I turned out the lights before bed each night. What do we build neck? It's such an important question, because the answer determines whom you hire, how much you spend and, most importantly, whether your company will succeed or fail. The building phases, where your blood, sweat and tears, not to mention money, all go. How do we decide what to build? What determines which projects we should invest in? For most of the history of product development, employees built whatever leadership wanted them to build. The leaders of the company sent down orders and teams got toe work, turning that vision into reality. Sometimes the executive was right, and the innovation would be successful, But more often than not, those at the top were wrong. Product teams would spend months, if not years, building products that no one ultimately wants. The lack of user input led to countless product failures More recently, a new philosophy of innovation has changed the way many companies do. Business entrepreneurs turned authors such a Steve Blank and Eric Ries have promoted building products through continuous improvement by constantly testing invalidating ideas with customers, they argue, cos congee crease the odds, building something that no one really wants. I'm an evangelist of blank and rise process of customer development. However, I found something missing when I implemented their methodology. The answer to that same nagging question regarding what to build. We discussed the solution to this problem in the next chapter.