Kevin Rose Quotes

Organizations want small changes in functionality on a more regular basis. An organization like Flickr deploys a new version of its software every half hour. This is a cycle that feeds on itself.

If there's one thing government needs desperately, it's the ability to quickly try something, pivot when necessary, and build complex systems by starting with simple systems that work and evolving from there, not the other way around.

I kind of 'code-sketch,' where I get started with a project by actually writing the code for it and getting something up on the screen. Then I play around with it and see if it's any fun and change the parts that aren't.

The management question, therefore, is not whether to build a pilot system and throw it away. You will do that. Hence plan to throw one away; you will, anyhow.

Release early. Release often. And listen to your customers.

But typically for a project like the Mac, the size we had was pretty good. And it has different stages. The team grows as you have to write manuals and do testing... though the Mac had no formal testing.

The community of developers whose work you see on the Web, who probably don't know what ADO or UML or JPA even stand for, deploy better systems at less cost in less time at lower risk than we see in the Enterprise. This is true even when you factor in the greater flexibility and velocity of startups.

The faster you can get your ideas in contact with the real world, the faster you can discover what is broken with your idea.

Not only is it possible to do lean startup in federal government, but it's the most effective way to drive change in the federal government.

I basically apply with my teams the lean startup principles I used in the private sector - go into Silicon Valley mode, work at startup speed, and attack, doing things in short amounts of time with extremely limited resources.

After releasing Mono 1.0, we started work on a new edition of Mono that will be released later in the year.

I take a lean-startup approach: creating agile, interdisciplinary teams that get the minimum viable product to market as soon as possible. It's my job to be entrepreneur-in-residence, an internal change agent.

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

The most important thing in startups is getting a product to market, as imperfect as it may be, and then iterating on it and continually making it better. A first rev of a site that has a few typos may not be perfect, but it was the start of something that I deeply believed in.

In a start-up company, you basically throw out all assumptions every three weeks.

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.

Internet and mobile product development cycles are measured in months, not years. And the capital required to get a product built and into the market is less than $1 million. And the returns, when things work out, can be enormous.

I've long believed that if you're not embarrassed by your first product release, you've released too late.

In software design, it's all about making a guess, trying it, and then learning from the experience.

Get a minimum viable product out there, test it out, see how customers respond.

Convince the investor that you guys are moving fast and that this isn't some long slog... you're thinking about it like a startup where you can move fast and make mistakes.

There are major benefits to building a game once and improving it over a long period of time based on user feedback and behavior. It's kind of depressing to have to build a game once, take all the user feedback, and then spend the next 3 years building another game.

Decades before we were able to articulate the value of 'getting out of the building' and the Lean Startup, the value in having skunk works controlling their own distribution was starkly evident.

People think innovation is just having a good idea but a lot of it is just moving quickly and trying a lot of things.

The Waterfall Model is wrong and harmful; we must outgrow it.