Book Review: Lean Analytics

Lean Analytics

Author(s)

Alistair Croll, Benjamin Yoskovitz


My Rating

star star star star

I work with a number of b2b clients in my current role, ranging from small startups, to large multi-national companies. Part of the services I need to provide them are analytical solutions so that they can monitor user behaviour as a source of feedback for improving their product and business model. Lean Analytics has already proved to be an immensely useful book for increasing my ability in this aspect of my job.

Having read Lean Analytics I also feel significantly more prepared to launch startups and products of my own when the opportunity arises. And that’s just incredibly exciting.

If your goals are similar to mine, you’ll probably love this book, too.

An Analytics Framework You Can Easily Follow

All of the content in this book is held together by an analytics framework based on the Lean Startup. It helps you to understand what metrics you need to capture at the different stages of your startup’s life. The authors do this by encouraging you to try and find one metric that means the most and really focus on it - they call this the One Metric That Matters (OMTM).

Since the framework is often mainly about finding that OMTM and focusing on it, it’s not overwhelming or academic. It actually seems relatively simple.

Lots of Startup and Product Advice Beyond Analytics

All through this book there is so much advice that transcends analytics - startup advice that helps you to focus on customers, when to pivot, and other useful information that is backed up by case studies and references to the Lean Startup book.

I feel that this book is like a hands-on follow-up to The Lean Startup. Whereas that book introduced you to the Lean Startup, and convinced you it was the right approach, this book shows you how to do the Lean Startup without having to cover the fundamentals or try and convince you too hard.

No Major Criticisms

A few times I noted pushy or prescriptive advice along the lines of: "you should do this" or "you shouldn't do this". I felt their reasoning was solid, but could be bad advice in certain contexts or edge cases. Sometimes they did follow up and say that in some situations you should do something different. Maybe they just didn't want to waffle or maybe they had a page count to work to.

In the end that's a tiny criticism of a sensational book that I’ll be referring back to many times - maybe when I’m running a successful startup.

You may also like...

The Lean Startup

Business Model Generation

Lean Enterprise

My Books

Patterns, Principles and Practices of Domain-Driven Design
The Strategic Practices of Domain-Driven Design