The book contains 37 of the rules and their application. I note the rules, which drew the attention personally, I would apply, and partly already used.

Such as
— the importance of metrics and tests for all life stages of company or product
— wait for the first crisis in a year, it will cure your mental illness and it’s perfect
— any line starts with “pilots”
— drive HR Department
— only return is a positive outcome of the pilot project

The rest are either simple or water.

Doing and analyze is more important than to analyze and not to do.

Yes, also it would seem an old topic, but I like this approach. Imperfect product, a great starting point. Think and do, then we will understand. After launch, begin to test him in different niches, error to rely only on their vision and plan, it is subjective. Almost like “vzhuh vzhuh in production” but with a test of niche or target audience.

The earlier to happen of the conceptual crisis, the better. “Hut” survived him a year and a half after launch. And this period is great changed the whole company.

Wait for the first crisis, this is normal, this revision may even be the essence of the product or idea. The experience of other companies said about the same thing, year inandvision will change, but rather to say will be corrected. First experience and feedback are of great importance and it is foolish not to change after receiving them. Hence the critical importance of data collection and analysis and all indicators. But it is often overlooked, look or overall performance or does not look, in the spirit of “we’re a startup, we have to analyze”.

The book has big words “Without penalty” and “No budget.”

The penalties change to dismissal. Penalty — a punishment for poor performance or behavior, do not want to work well or behave badly, the good of such a person at all. Easier to dismiss.

The lack of procedures for the protection of the budget change the transparency of expenses and cash flows of the company. You have nothing to defend if, at any time and everyone can see. There is no return on the budget see the point about the penalties. Or below about payback.

The ratio of errors.

Errors in the company’s normal phenomenon, not “schools”, namely error. “School” is negligence, and the error is something to try. Mistake is an experience, an expert is someone who made more mistakes. Of course all errors should be measured and analyzed. Returning to the importance of metrics. If rename error in experiments, they must be held constantly.

In this same book is found the expression “first bullets, then the kernel”, that is, in either direction first experimental launch (pilot), then the main. Tested, worked, deployed on, didn’t work, do not touch or change the conditions of the experiment.

The HR Department has minimal impact on the company’s development.

The selection of personnel each division has its own. Of course he is right to draw the Agency, but he takes it and responsible for it. The HR Department should have a significant voice in the formation of teams. In General there is a tendency that the Western companies refuse to HR departments as excess. The idea is to bring people to work and the personnel officer, and to work with the staff better at the psychologist, and freelance. So before him we are all equal.

Obvious is the rule that a motivated team is more important than professionalism.

Return

This rule wasn’t in the book, but the approach is. Applicable to the stores looks as new point should go to 0 in two weeks, not coming close. Not waiting, not think, do not get the seasonality, namely closing. The same in any idea, define a clear time for payback, don’t pull further.

The business plan from the Pareto

  • take money (time)
  • open 10 locations (service areas)
  • after 2 months of leave 2 in the black
  • close 8

Repeat how much is money (time)

Read! Read more good books that would do less bad things.

Cultivate and infect colleagues culture to read books and discuss them. Office library awesome.

Any product can be returned without a receipt and receive its full value.

The idea is that the client must come with the complaint back to you, but not to the Internet. How many companies are willing to pay for answers or remove negative reviews? Clearly more than returned the money to the customer by check. I think this measure is cheaper and more practical officers of the Department of SMM.

Zadvoenie people, suppliers, services — modern business approach.

This idea is not until the end understand in practice, but the feeling may not be a bad thing. Zadvoenie suppliers of course, employees do not know in terms of competitive spirit can be, from the financial side, there was no such practice, might be okay.
A good practice is to change the developers site of work and all know all the spots, conditionally of course. And the responsibility that your code will look and rule.

Automation.
Well, at the end of several chapters about technology and process automation. Starting with the cameras the availability of goods and ending with the systems of accounting, automatic report the ADR to the store and bots in the Telegram. Moreover, for employees and for customers.
It’s the most obvious piece of technology anywhere.

Up for yourself emphasized.
Analysis and metrics.
Automation and reporting.
People and responsibility.

Summary.
An easy book to draw out interesting practice. Besides, at the end of the list of interesting books. 🙂

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