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Devver , maker of developer coding tools and TechStars 2008 graduate, announced last Monday that it would be shutting down after being active for nearly two years. News of a startup closing up shop is never a fun thing to hear about, but fortunately many lessons can be gleaned from the experiences of the entrepreneurs. Today, co-founder Ben Brinckerhoff provided just such lessons with an insightful blog on the Devver journey and why he and co-founder Dan Mayer are choosing to move on. Sponsor An unfortunate truth about startup culture is that a lot of the most valuable lessons are learned when entrepreneurs fail to heed them. Some notice their mistakes early on and can pivot their products and business toward a more successful future, but sometimes they don't realize their mistakes until its too late and there is nothing that can be done. This was the case with Brinckerhoff, Mayer and their startup, Devver, which they say failed to focus enough on one of the most important parts of building a startup: customer development. As Brinckerhoff points out in Monday's blog post, the company assumed they had found their minimum viable product (MVP), and as a result focused more on product development than listening to customers' needs. "You can teach a hacker business, but you can't make him or her get excited about it, which means it may not get the time or attention it deserves." - Ben Brinckerhoff "Our mistake at that point was to go 'heads down' and focus on building the accelerator while minimizing our contact with users and customers (after all, we knew how great it was and time spent talking to customers was time we could be hacking!)," writes Brinckerhoff. "We should have [been] asking, 'Is there an even simpler version of this product that we can deliver sooner to learn more about pricing, market size, and technical challenges?'." Both Brinckerhoff and his co-founder are "technical founders," which means their specialities are on the development side, not the business side. The only other person the pair hired to help out, a fellow software developer, also fits into the technical side of the startup. Brinckerhoff says this may have been one of the hurdles that led to the downfall of the company. "Looking back, it would have been to our advantage to have a third founder who really loved the business aspect of running a startup," writes Brinckerhoff. "Having solely technical founders is non-optimal. You can teach a hacker business, but you can't make him or her get excited about it, which means it may not get the time or attention it deserves." Brinckerhoff also adds that having a split team located in different states contributed to the company's struggles, but it seems to me it was more of a hassle than a reason for failure. Split teams are actually growing in popularity and probability for success, as we discussed earlier in the year with companies like Blank Label and chocri . Devver undoubtedly had issues with its split setup, but its likely that it didn't contribute toward its closing as significantly as the other errors. Regardless of this issue, its clear that the Devver team learned and shared some valuable lessons about the importance of customer development. As Steve Blank noted during his presentation at last week's Startup Lessons Learned conference, startups shouldn't be too eager to product management before customer development. Devver may have jumped the gun a bit in terms of over developing their product, so learn from their mistake and remember to develop your customers before throwing the kitchen sink at them. Discuss
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Learning From Failure: One Startup's Story of What Went Wrong
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Yesterday I spoke with lean startup guru Eric Ries who is hosting the Startup Lessons Learned conference this Friday in San Francisco and at live simulcasts around the world. Ries says he considers entrepreneur turned educator turned public servant Steve Blank to be his mentor in the startup world, and Blank will be among Ries' lineup of speakers at this week's conference. Blank will give a talk he's titling, "Why Accountants Don't Run Startups," (or Customer Development 2.0 on the conference site ) which details the major differences between startups and large companies - a speech whose slides Blank posted to his blog via SlideShare late last week. Sponsor According to Blank, the line he draws between smaller startups and larger companies is based around the business model. Startups, he says, exist in the state where they are searching for a business model, and large companies are the result of finding and executing that business model. The reason he calls out accountants in the title of his talk is that as startups transition into larger companies, their less conventional methodologies become more traditional, and that's when accountants are needed. Early on, startups, in his opinion, should rely on such metrics as customer acquisition cost, viral coefficient, customer lifetime value, and monthly burn rate. These types of measurements become de-emphasized in larger companies which focus on balance sheets, cash flow statements and income statements, Blank says. Parallel ways in which startups transition into larger companies include customer development giving way to product management, and agile development becoming engineering. Early-stage companies, searching for a business model and for customer traction, will test hypotheses, discover their minimum feature sets, and pivot their focus if things don't work out, he says. Product management takes over once a viable model is found. One of the major stepping stones toward becoming a successful larger company, Blank says, is discovering the winning model or process and focusing on making it work over and over. Entrepreneurs begin their startups with a hatred for processes, but learn to love and implement processes as the company grows into a profitable business. Passionate focus transitions to focus on the company's mission, and ultimately to the execution of that mission. Blank wraps up his presentation by drawing the same lines between two types of education, business school and entrepreneurship school. Business school, he says, is far better suited for teaching students to run larger companies, while startups need founders with better entrepreneurial training. These ideas merely scratch the surface at what Blank is likely to dive into during his 45 minutes presentation Friday afternoon, so be sure to check out the event if you're in San Francisco, or find a live simulcast to attend in your area. Photo by Flickr user dux_carvajal . Discuss
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Steve Blank On How Startups Evolve Into Large Companies
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Every now and then we hear the story of the entrepreneur who left his or her steady job at a large company to follow their dreams and create a startup, but we aren't all as daring and brave to quit steady work, especially in a time of economic uncertainty. If you have the entrepreneurial itch but aren't in a situation that would allow you to sacrifice your day job, there are still ways you can scratch said itch and bring innovation to a "startup" within a larger company. Sponsor This morning I talked with Eric Ries , the driving force behind the " lean startup " movement, which encourages high efficiency and meticulous metrics tracking within entrepreneurial ventures. Ries, who is often asked to speak on the subject, says he noticed a trend among some of the people attending his talks. Many managers from large companies were coming to his sessions to learn what they could, because, as Ries discovered, the principals of lean startups can exist within larger corporations that are attempting to innovate. "A startup is a human institution designed to create something new under conditions of extreme uncertainty," Ries told ReadWriteWeb. "There is nothing in there about the size of the company, or what industry you're in, or whether you're the manager of a division or if you're two guys in a garage, its just about the conditions in which you operate." As he points out, there are times in larger corporations when divisions are created to work on a new project, and similar rules and guidelines for managing that project which come from startups can be used here as well. Ries says that managers, like entrepreneurs, are taking risks on new ideas, and when they create a new division, they are essentially investing the company's time and money as a VC would invest funds in a startup. "The more I started to work with those managers I started to notice that they were having very familiar sounding arguments," Ries says. "The arguments between a venture-backed entrepreneur and a venture capitalist are almost exactly the same word for word as between these 'intrepreneurs' and their CFOs because the same issues come up." One of the ways larger corporations can implement entrepreneurial innovation into their businesses is to allow for what Ries calls "innovation inside the box," or a fenced off sandbox for experimentation with new products. By creating a place where employees with ideas can test a tweak to a feature, or where new ideas can be built within certain constraints, companies can greatly increase their potential for innovation. "The real value is [this] starts to catalyze change because by changing the way you work you start to accelerate that feedback loop and that can become the basis for making other changes," Ries says. Unfortunately, most larger corporations aren't allowing for this open sandbox of innovation within their companies, and choose to buy up technology and talent from startups. Ries agrees that many entrepreneurs get frustrated working inside a larger company, but he says the combination of these entrepreneurs with a walled off innovation playground could provide for some amazing innovations. Companies could also benefit from the addition of a sandbox by inspiring their existing employees to be innovative, instead of wrangling up entrepreneurs from a startup, which would save them money in the end. "They have this idea that a certain alchemy will happen that 'if I bring these special people into my organization, they will teach my regular people how to be special,' and that's just a formula for breeding resentment," Ries told ReadWriteWeb. "If the people doing the acquiring had more of a theory about how entrepreneurship is supposed to work they could start to think of better ways to plug an acquired company into the larger organization, taking advantage of what they're good at without destroying it." If you're a budding entrepreneur or a manager at a large company, there is an excellent chance to hear from Ries and others on these concepts and others this Friday at the Startup Lessons Learned conference in San Francisco. If you can't make it to the Bay Area, there are simulcasts occurring Friday in nearly 50 cities worldwide, many of which are free or very inexpensive, so RSVP and bask in the lean startup goodness. Photo by Flickr user longhorndave . Discuss
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Thinking Inside the Box: Eric Ries On Creating Startups Within Large Organizations
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Eric Ries, the driving force behind the lean startup movement , announced Sunday on his blog Lessons Learned the creation of two scholarships for lean startups to attend upcoming conferences. A lean startup is one that takes advantage of various techniques and technologies to produce a product at minimal cost, while continually revising and iterating based on customer feedback. Sponsor The newly announced scholarships will provide lean startups with the opportunity to attend the Startup Lessons Learned conference in mid-April and the Web 2.0 Expo in early May. The Startup Lessons Learned conference is a pet project of Ries', and is sponsored by the company he helped co-found, IMVU. "This conference will be the first of its kind: an opportunity to have a conversation about the future of the lean startup movement," writes Ries on his blog. "We want everyone who can contribute to that conversation to be there, regardless of their ability to pay." Ries has also distributed discount codes for the conference to leaders of various Lean Startup Meetup groups. Those attending the event will have the opportunity to learn from an impressive list of speakers, including Steve Blank, Dave McClure, Damon Horowitz and Max Ventilla of Aardvark, and even Clara Shih, whose book The Facebook Era was mentioned in our Weekend Reading series. The second scholarship provides access to the Web 2.0 expo and to its Lean Startup Intensive , which Ries agreed to organize with the promise of the scholarship opportunity. Applications for the two scholarships are open until April 12 and April 15, respectively. Lean startups have been growing in popularity as startups learn to become more independent and to make more from less, especially in these rough economic and tepid venture capital times. It only makes sense that Ries would organize these scholarships since most lean startups that would benefit from attending these events might see them as unnecessary costs. If your startup is looking to run on a low burn, applying for these scholarships is a great idea for the opportunity to learn from and network with other entrepreneurs with lean experience. Discuss
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Dean of Lean Eric Ries Announces Scholarships for Lean Startups
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