Entrepreneurial Companies consistently browse to identify opportunities in their external environment and use their internal strength and systems to harness such opportunities.

They understand the turnkey and Uber demands of the modern economy. The surprising thing about these businesses is that they have thousands and, in some instances, hundreds of employees. Yet, they have a flexible decision structure and not shy of changing their business model totally with the ever-changing taste of their customers. Before the dot-com bubble and even after the bubble, startups were developing products that people don't reason wants. Essentially trusting their gut with the core assumption of creating and customers will buy.

Customers have funded signature ideas, and there was more emphasis on concepts. Designers were designing with less focus on marketing and sales. The linear product development model was unable to reduce the elements of uncertainty in the startup process. It was about ideal and conceptualization, product design, marketing, and Sales.

Therefore, too many startups start with the ideas they think people want; they spend time and resources perfecting their products. Eric Ries, the author of the lean startup, said when those startups fail, it was because they were unable to speak to the customers to determine if the product is worth developing Eric Ries came up with the concept of the learn startup based on the Build-Measure-learn framework with emphasis on validated learning.

The model starts with ideal and conceptualization and building Minimum Viable Product for learning purposes. Based on Ries's lean startup framework, once a minimum viable product is designed, startups can identify their growth paths using innovative accounting to measure and validate learning, including actionable metrics that can demonstrate cause and effect.


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