2012/08/29 1 Comment
If your experience of Moby Dick was that you were constantly aware that you were reading one of the best books of all time that was opening your mind to new ideas if only you could keep your eyes open, you understand. Four Steps to the Epiphany is the great white whale of start-up books for a reason. Although it is not nearly as easy to read as his disciple Eric Ries’s more famous book, The Lean Start-up, it is much more systematic. This books has some profound insights about understanding why some start-ups can do it one way and others need to do it completely opposite.
Instead of abstracting and generalizing the insights, Blank focuses on the issues of managing under extreme uncertainty in their native context. He tackles every aspect of the non-engineering side of the business. Most of the book is about how to systematically eliminate the market risk for your product, this will be somewhat familiar to you if you’ve read the Lean Start-up. However, seeing the original idea and seeing it laid out in full detail, in the context it originally sprang from adds a lot of richness and practicality to the idea. Blank devotes a good deal of time to understanding how to make technology push and market pull work together. He covers when to go for broke spending money to enter a market and when to hold back and let the customers come to you. Most importantly, this comes with some practical steps to discover when to do each. He even covers how to start converting to mature company once you’ve almost made it.
Much like Melville, Steve Blank will say something really profound and insightful, then launch into a description of whaling–er, uh–start-up processes that are needed to implement that idea. This can make the book a tough slog, because reading a process description around bed time can definitely have soporific effect. However, this tough slog is absolutely worth it if your a practitioner in the world of technology start-ups. You can’t hand it to your cousin that works at a big company and expect him to read it. This is meant for the start-up community. If you are a start-up practitioner, get this book and make yourself read it. You will not be disappointed. I expect my copy to become much more dog-eared than it already is before it gets confiscated for some future company museum.
So how does this relate to robotics…
Reading this book will further persuade you that many if not most management teams of robotics companies don’t have a clue. You’ll even be able to look at robotics success stories and realize–wow–compared to software our industry’s state of management practice is pretty dismal. Many successful robotics companies just fell bass-ackwards into their success. Many were product driven companies to a fault that were able to expensively keep trying until they finally hit a success. This is not the same thing as systematically eliminating and consciously balancing market versus technical risk to produce the greatest chance of creating successful business that uses robotic technology to make money and make the world a better place.
We’ve got a long way to go as an industry. Luckily, now that we know that there’s nothing inherently ‘capital intensive’ about the robotics industry we can start addressing why we have so often screwed it up before.