Startup’s life spent tuning the engine, making improvements in product, marketing, or operations.1+7

Every new version of a product, every new feature, and every
new marketing program is an attempt to improve this engine of
growth. Like Henry Ford’s tinkering in his garage, not all of these
changes turn out to be improvements. New product development
happens in fits and starts. Much of the time in a startup’s life is
spent tuning the engine by making improvements in product,
marketing, or operations.

The second important feedback loop in an automobile is
between the driver and the steering wheel. This feedback is so
immediate and automatic that we often don’t think about it, but it
is steering that differentiates driving from most other forms of
transportation. If you have a daily commute, you probably know
the route so well that your hands seem to steer you there on their
own accord. We can practically drive the route in our sleep. Yet if I
asked you to close your eyes and write down exactly how to get to
your office—not the street directions but every action you need to
take, every push of hand on wheel and foot on pedals—you’d find
it impossible. The choreography of driving is incredibly complex
when one slows down to think about it.

By contrast, a rocket ship requires just this kind of in-advance
calibration. It must be launched with the most precise instructions
on what to do: every thrust, every firing of a booster, and every
change in direction. The tiniest error at the point of launch could
yield catastrophic results thousands of miles later.

Unfortunately, too many startup business plans look more like
they are planning to launch a rocket ship than drive a car. They
prescribe the steps to take and the results to expect in excruciating
detail, and as in planning to launch a rocket, they are set up in such
a way that even tiny errors in assumptions can lead to catastrophic
outcomes. p31


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Startup’s life spent tuning the engine,making improvements in product,marketing,or operations,