Through the evolution of their start-ups, entrepreneurs will face many inflection points, at which decisions made or not made will determine their future. The painful truth is that a wrong turn may lead to its demise, whereas a right turn leads to another inflection point.
Relevant to ongoing discussions about Blank's "Customer Development," I wish to highlight a few of these "inflection points."
A couple of years ago, a colleague and I began developing a process-oriented way to lead companies toward gaining market traction. The idea was born out of a conversation my colleague had with a partner at Sequoia Capital about how to significantly reduce, if not eliminate, the classic high-burn, low return tactics of typical B2B software start-ups.
So to oversimplify, the classic failure might look like:
Build financial model based on revenue and go-to-market assumptions and present to the Board;