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The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses · chapter 3 · id the-lean-startup-c3-03-traditional-management-metrics

“Traditional management metrics like revenue and profit are 'vanity metrics' for startups and should be replaced with 'actionable metrics' from validated learning experiments.”

TRUE, BUTconfidence: high⚠ extracted by pipeline, re-audit pending

Receipts

McGrath & MacMillan (1995), Discovery-Driven Planning, Harvard Business Reviewsource alive
Discovery-Driven Planning introduced reverse income statements and assumption-to-knowledge ratios for ventures under uncertainty -- 16 years before Ries' innovation accounting.
Kaplan & Norton (1992), The Balanced Scorecard, Harvard Business Reviewsource alive
The Balanced Scorecard already provided a framework for non-financial metrics alongside financial ones, with extensive empirical validation across thousands of organizations.

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