Those who are saying that this article parrots what HN has been saying must not be reading very carefully.
The author states that entrepreneurs should be patient for growth and impatient for profits. This flies exactly in the face of much of the teachings of PG and other lean start-up advocates. Instead, they advocate that start-ups should grow like hell to gain market share and mindshare, and focus on creating value ("something people want"), not profits. Profits, according to the lean start-up playbook, will come later, when the founders decide on the best way to monetize the value they've created.
The HBS piece aligns with PG's statements in one way -- the focus on keeping overhead low. I'd argue that Groupon is actually doing this -- their investments are going into buying deals, not paying for corporate jets.
The author states that entrepreneurs should be patient for growth and impatient for profits. This flies exactly in the face of much of the teachings of PG and other lean start-up advocates. Instead, they advocate that start-ups should grow like hell to gain market share and mindshare, and focus on creating value ("something people want"), not profits. Profits, according to the lean start-up playbook, will come later, when the founders decide on the best way to monetize the value they've created.
The HBS piece aligns with PG's statements in one way -- the focus on keeping overhead low. I'd argue that Groupon is actually doing this -- their investments are going into buying deals, not paying for corporate jets.