Lean analytics cycle

If you’ve got all these, you can begin to focus on the math and ensuring the economics work. This doesn’t mean you wait to charge money until this point, it means that you focus on optimizing revenue and your LTV:CAC ratio . LTV means the amount of money you can expect to receive from a customer, and CAC is the cost to acquire a customer. You find the ratio by dividing your LTV by your CAC. In general, your LTV should be 3x your CAC, assuming your margins are healthy. Once you know you’ve got all the math figured out and you can run a sustainable company, you then move to scale.

The future of lean is exciting. Its tools for eliminating waste and for increasing value as customers define it are being enhanced by huge gains in the volume and quality of the information companies can gather about customer behavior, the value of the marketing insights that can be integrated with operations, and the sophistication of the psychological insights brought to bear on the customer’s needs and desires. These advances bring new meaning to the classic lean maxim “learning to see.” The contrast between where companies are now and where they’ll be 20 years on will seem as stark as the difference between a static color photograph and a high-definition, three-dimensional video.

Progress in manufacturing is measured by the production of high quality goods. The unit of progress for Lean Startups is validated learning-a rigorous method for demonstrating progress when one is embedded in the soil of extreme uncertainty. Once entrepreneurs embrace validated learning, the development process can shrink substantially. When you focus on figuring the right thing to build-the thing customers want and will pay for-you need not spend months waiting for a product beta launch to change the company's direction. Instead, entrepreneurs can adapt their plans incrementally, inch by inch, minute by minute.

A Coalition of the Willing explores the successes and struggles among care teams from the Camden Coalition, Partners Healthcare, Health Quality Partners, and others, as they discover new methods to make healthcare sustainable while serving the most complex patients in their communities. In important ways, each of these organizations have discovered positive healthcare outcomes with their most complex patients by addressing solutions to housing, employment, behavioral health and social challenges in addition to their traditional healthcare needs. Critics argue the fixes are short term at best, or the result of skewed reporting, while others fear economic catastrophe still awaits these early innovators after their years of effort to prove these new models successful. Can redefining success per-patient, improving targeted interventions, and actively using care management teams actually have a long-term impact? Join us for a closer look.

He serves on the advisory board of a number of technology startups, and has consulted to new and established companies as well as venture capital firms. In 2010, he was named entrepreneur-in-residence at Harvard Business School and is currently an IDEO Fellow. Previously he co-founded and served as CTO of IMVU, his third startup. In 2007, BusinessWeek named him one of the Best Young Entrepreneurs of Tech. In 2009, he was honored with a TechFellow award in the category of Engineering Lean Startup methodology has been written about in The New York Times, The Wall Street Journal, Harvard Business Review,Inc. (where he appeared on the cover), Wired, Fast Company, and countless blogs. He lives in San Francisco.

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Lean analytics cycle

lean analytics cycle

A Coalition of the Willing explores the successes and struggles among care teams from the Camden Coalition, Partners Healthcare, Health Quality Partners, and others, as they discover new methods to make healthcare sustainable while serving the most complex patients in their communities. In important ways, each of these organizations have discovered positive healthcare outcomes with their most complex patients by addressing solutions to housing, employment, behavioral health and social challenges in addition to their traditional healthcare needs. Critics argue the fixes are short term at best, or the result of skewed reporting, while others fear economic catastrophe still awaits these early innovators after their years of effort to prove these new models successful. Can redefining success per-patient, improving targeted interventions, and actively using care management teams actually have a long-term impact? Join us for a closer look.

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