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> do not write a 100 page business plan does not mean don't write it at all Who advices against a 100 page business plan? Is there something wrong with it? (be

by tinco 14y ago

> do not write a 100 page business plan does not mean don't write it at all Who advices against a 100 page business plan? Is there something wrong with it? (besides spending too much time on planning?) if you could write 100 pages about your domain, wouldn't that be a good thing? As a foreigner looking at the US I sometimes get the feeling a lot of SV startups don't work with a business plan at all, is that customary? Shouldn't any startup at least make an 8 section business plan? (summary, idea, team, marketing, business system / organization, schedule, risks, finance).

ntkachov 14y ago
The idea, from what I understand, is that a 100 page business plan is ultimately wasted time as a good chunk of that will change very quickly. So rather than writing 100 pages of, what will inevitably become obsolete, you should write a shorter one and focus on actually creating the business.
- tinco 14y ago
  Ofcourse the plan itself might not be the paper it is written on. But I think there is a lot of value to be had from having all your thoughts about what you are going to do written down at least once. There is so much to be thought about when starting a venture. I get the feeling some startups just deal with every problem when it hits them in the face, instead of anticipating and carefully maneuvering?
zalambar 14y ago
The attitude I see is that detailed plans can be dangerous but that not having a plan does not mean you should not have a process. I think this often comes from Steve Blank's definition that "a startup is an organization formed to search for a repeatable and scalable business model". In that context you cannot know what your business model should be. Instead you have a set of theories or assumptions about what might work and your process should be to validate (or invalidate) those as early and efficiently as possible. The lean startup process has a similar focus on working toward "validated learning" about the market and your product. I think business plans are perceived as risky because they contain assumptions which may be treated as axioms instead of questions. Instead of leaning and reacting the business starts to try to conform to the "known" plan and it is very difficult to consistently resolve cognitive dissonance between the plan and reality in favor of reality. How many pieces of that 8 step plan are actually relevant while searching for a business model? Of course not businesses need to fit that definition. If you are not searching for a model then hopefully you have a very good plan.

by tinco 14y ago

ntkachov 14y ago

The idea, from what I understand, is that a 100 page business plan is ultimately wasted time as a good chunk of that will change very quickly. So rather than writing 100 pages of, what will inevitably become obsolete, you should write a shorter one and focus on actually creating the business.

tinco 14y ago
Ofcourse the plan itself might not be the paper it is written on. But I think there is a lot of value to be had from having all your thoughts about what you are going to do written down at least once. There is so much to be thought about when starting a venture. I get the feeling some startups just deal with every problem when it hits them in the face, instead of anticipating and carefully maneuvering?

zalambar 14y ago

The attitude I see is that detailed plans can be dangerous but that not having a plan does not mean you should not have a process. I think this often comes from Steve Blank's definition that "a startup is an organization formed to search for a repeatable and scalable business model". In that context you cannot know what your business model should be. Instead you have a set of theories or assumptions about what might work and your process should be to validate (or invalidate) those as early and efficiently as possible. The lean startup process has a similar focus on working toward "validated learning" about the market and your product. I think business plans are perceived as risky because they contain assumptions which may be treated as axioms instead of questions. Instead of leaning and reacting the business starts to try to conform to the "known" plan and it is very difficult to consistently resolve cognitive dissonance between the plan and reality in favor of reality. How many pieces of that 8 step plan are actually relevant while searching for a business model? Of course not businesses need to fit that definition. If you are not searching for a model then hopefully you have a very good plan.