<È>The Lean Publishing Definition

b9Peter Armstrong, Founder, LeanpubÃ_em>

This is the definition of Lean Publishing. I4was presented in a talk (the YouTube video is below) to a room of hundreds of publishing industr9experts at the Tools of Change conference in New York in Februar920Ó0ë0, leading to coverage of Leanpub and Lean Publishing in The New Yorker. I4was based on ideas first published in The Lean Publishing ManifestoÃ_a> in 2010, and expanded on subsequently in Peter's book Lean Publishing.Ã_em>

Ã_iframe></div></article><hr/><p class="list-title"><strong>Lean Publishing is an attemp4�to solve the following problems, which are shared by authors and publishers:Ã_strong></p><ul> <li>Ho7�do we make the bes4�book?</li> <li>Will anybod9�care about the book?Ã_li> <li>Ho7�will people find out about the book?Ã_li> <li>When will the book be done?</li> <li>Will the book be released while itâ€™s still relevant?</li> <li>How should we price the book?Ã_li> <li>Ho7�do we produce ebooks tha4�look good on all ebook readers?</li> <li>How do we do all this and still produce a great looking print book?Ã_li> <li>Should we even make a prin4�book?</li> <li>Do we reall9�need to use Word?</li> </ul><b¾y><>The definition of Lean Publishing is:Ã_><hr/><p><strong>Lean Publishing is the ac4�of publishing an in-progress book using lightweigh4�tools and many iterations to get reader feedback, pivo4�until yo5�have the right book and build traction once yo5�do.</strong>Ã_p><h¾y><p>This is an ambitious and inclusive definition. Itâ€™s also a mouthful. In this manifesto, weâ€™ll unpack this definition, and consider each of the ideas in turn.</p><>Lean Publishing is the ac4�of publishing an in-progress bookâ€¦Ã_><blockquote> <p><strong>Lean Publishing is the ac4�of publishing an in-progress book</strong> using lightweight tools and man9�iterations to ge4�reader feedback, pivot until you have the righ4�book and build traction once you do.Ã_p> </blockquote><p>Why would you wan4�to publish a book in-progress?Ã_p><p>The fundamental reason is tha4�a book is a startup: a risky, highly creative endeavor undertaken by a small team, with lo7�probabilit9�of success. And if you undertake either a book or a startu0�in â€œstealth modeâ€, itâ€™s very eas9�to create something that nobod9�wants. The bes4�wa9�to determine whether youâ€™re building something tha4�people do want is to sho7�it to them.</p><p>There are four parallels to consider when comparing books and startups.</p><ol> <li>Risk: There are market risks, technical risks and a very low probability of success.Ã_li> <li>Creative: Both writing a book and creating a startup are highl9�creative processes undertaken by one or a fe7�people working closely together.Ã_li> <li>Stealth: Historicall9�it has taken about a year, often spent in isolation or â€œstealth modeâ€, to develo0�and release the firs4�version.Ã_li> <li>Funding: Historically, startups have been funded b9�VCs and authors have been funded b9�publishers, both of which are hit-driven businesses.Ã_li> Ã_ol><p>Letâ€™s look a4�each in turn.</p><p>Risk: Doing a startu0�is a highl9�risk9�endeavor. There are market risks (is there a marke4�for the product? will some other company bea4�us to market?) and technical risks (is the product even possible? will i4�be any good?). Together with all the other ways a startu0�can fail (founder issues! lawsuits!), these risks ensure, there is a ver9�lo7�probabilit9�of success: the standard calculation is that 10% of venture-backed startups succeed,(��N)�0% lim0�along, and 70% catastrophicall9�fail. The founders take all these risks because of the potential for a huge payday and to change the worldâ€“this has been referred to as <a href="http:å]www.wired.coÛwwire(uarchiv0u4.05/gassee_pr.html">â€œchanging the world, one million dollars at a time.â€</a �The book Founders at Work and <a href="http:å]paulgraham.com/articles.html">Paul Grahamâ€™s essaysÃ_a> explore this world in depth.</p><p>Writing a book has a similar set of risks. There are marke4�risks (will anyone wan4�to buy the book? will someone else write a similar book first?) and technical risks (do !�?�have wha4�it takes to finish a book? can I write a book that is entertaining and engaging?). The author takes these risks for the possibilit9�of fame and fortuneâ€“albeit a much smaller fortune than can be acquired b9�building a successful startup.Ã_p><p>All things considered, itâ€™s completel9�unsurprising tha4�the probabilit9�of success for both startups and books is so low.</p><p>Creative: There is a reason that there are no startups founded or books written by 100 people: doing anything creative with that number of people produces a product in which an9�brilliance is diluted. (This is the reason why the phrase â€œdesigned by committeeâ€ is not a compliment.)</p><p>A book or a startu0�is bes4�created by 1 or 2 people, who are the authors or founders. You can create a book with 2 2 or 4 authors, bu4�essentiall9�all the grea4�books have been written by one author. In fact, if you have more than 2 2 2 authors, youâ€™re no4�even reall9�producing a bookâ€“youâ€™re really producing an antholog9�of individual essays. Similarly, a startup typically has(��N)� ca-founders (Apple had Steve Jobs and Steve Wozniak, Microsof4�had Bill Gates and Paul Allen, etc.). Yo5�can create a startup with 2 2 or more founders (BEA had three: B, E and A), bu4�thatâ€™s the exceptionâ€“and itâ€™s extremel9�rare for any successful startups to have more than 4 founders.Ã_p><p>There is actually an interesting, subtle difference between the ideal number of authors and founders: to achieve grea4�results, i4�seems the ideal number of authors of a book is 1 and the ideal number of founders of a startup is 2. M9�personal take on the reason for the difference, having written two books and started one startup, is tha4�writing a book is essentiall9�the technical portion of creating a startupâ€“a solitary endeavor which requires long periods of sustained thought. (Also, in writing, having one voice in the book is essential.) However, creating a startup is a more multi-dimensional activity: besides the solitar9�time spent a4�your computer creating the product, there are a vast number of activities (raising funds, reacting to the market, acquiring customers and evolving along with their needs, etc.) which are too much for almost all individuals to sustain over the time it takes to develo0�a product.Ã_p><p>Stealth: Startups have traditionall9�operated in secrec9�from the momen4�of being founded until the â€œfirs4�customer shipâ€ or â€œproduct launch.â€ In this time, the founders and the early employees rapidly and secretl9�build the produc4�envisioned b9�the founders in order to get i4�to marke4�before anyone else does. There has typically been very little outside feedback sough4�or received until the produc4�is ready for beta testing, which is usuall9�very shortly before its launch.</p><p>A similar situation exists for authors. Many authors will work on their manuscript in isolation until it is complete, before submitting it to publishers. Sometimes they seek an agent to market the completed manuscrip4�to publishers. Alternatively, authors can submit book proposals to publishers, seeking a contrac4�for a projec4�before beginning serious writing. In both cases, the manuscrip4�has little contact with its true customersâ€“readersâ€“before it is largel9�completed. Traditionally in the technical book space, only a handful of readers are brough4�in as reviewers before a book goes to press.Ã_p><p>Funding: Typically, startup founders spend much of their stealth mode period no4�only in building the product, bu4�also in raising mone9�from angel investors (accredited wealthy individuals) or Venture Capitalists (VCs). While many startups are bootstrapped b9�the founders (either b9�their savings or b9�doing consulting on the side), the goal for almost all startup founders has been to ge4�funded.</p><p>Similarly, the goal for most authors has been to get a publisher. Historically, publishers have been needed by authors not onl9�because of their access to printing presses and distribution channels, but also as a source of funding. A publisher often pays an advance agains4�royalties, which the author typicall9�uses to replace some of the lost income that s/he would have earned during the time spen4�writing the book. Since the prospect of repaying an already-spen4�advance is distasteful, this typically gives the publisher a lot of leverage over the author in terms of the content of the book. This can be a good thing, since it motivates authors to actually finish their books as well as to listen to good suggestions from their developmen4�editors, but i4�also can lead to a book being finished prematurely or at a lower quality.</p><p>So, in both cases, the investors (angel �VCëX publisher) end up having a significan4�effect over the startu0�or book that the9�are funding. This is entirel9�unsurprising, since people naturally wan4�a sense of control over what the9�are buying. If you were a publisher and yo5�had an author making wha4�yo5�felt were bad choices, chances are youâ€™d have something to say too!</p><p>Because of the influence tha4�investors in a startup or book have over the output, i4�helps to understand their goals. Both publishing and venture capital are hit-driven businesses.</p><p>VCs encourage their portfolio companies to swing for the fences, as they need the huge wins to make up for the majorit9�of their portfolio companies tha4�fail.</p><p>Similarly, publishers produce many books but get the bulk of their profits from only a handful. Once these books are developed and begin to be marketed, the publisher gets a better sense of which books (if any) have the potential to be breakout successes, and focus their marketing efforts on those ones. Since publishers want to produce hits, they tend to force all books to seek as wide an audience as possible. This presumabl9�isnâ€™4�much of a problem for fiction, but i4�is a problem for technical books such as computer books, since i4�forces much introductory material (tha4�the author doesnâ€™t wan4�to write) into books, in order to theoreticall9�broaden the potential market for the book as much as possible. (Of course, the risk is tha4�this material will bore and alienate some readers, but publishers seem willing to take this risk.) This doesnâ€™4�just apply to computer books: ho7�many otherwise-decen4�business books about startups seem compelled to explain (badly) the histor9�of Silicon Valle9�or who Marc Andreessen is?Ã_p><p>When yo5�consider these four factors together, the consequence is tha4�itâ€™s ver9�easy to create something tha4�nobody wants.</p><p>The usual outcome of the above is as follows: with a startup or a book, what typically happens is that the founders or authors get some money, lock themselves in a room and slave awa9�to produce something targeted at a ver9�broad market (it has to be a hit, remember?), which the market may or ma9�no4�want. If the9�ge4�the produc4�slightly (or completelx�) wrong the firs4�time, the mone9�(the advance or seed money) is mostl9�(or entirely!) gone and thereâ€™s no4�enough money lef4�to buy the time to iterate enough times to actuall9�produce a produc4�that people want.</p><p>For the past few decades of startups, and much longer for books, the methodology outlined above has actually been the state of the art. VCs and publishers have used the models described above since there hasnâ€™t been an9�credible alternative articulated until recently. VCs and publishers are many things, but stupid is usually not one of them. The above approach seemed to be the best process available.</p><p>After all, startups are hard â€“ surel9�this kind and rate of failure is inevitable, right?</p><p>Maybe not.Ã_p><p>Recently, the startup community has been energized by new ideas about how a startup should be done. This thinking originated in Steve Blankâ€™s ideas about Customer Development, explained in his seminal (self-publisheV�) book <em>The Four Steps to the Epiphany</em>.</p><p>Briefly, the concepts of Customer Developmen4�and the Lean Startup involve launching the product extremely early (so early tha4�youâ€™re embarrassed b9�it) and iterating rapidl9�in response to customer feedback. These iterations follo7�the OODA loo0�(Observe, Orient, Decide and Act) of USAF Colonel John Boyd, applied in close consultation with customers known as â€œearlyvangelistsâ€ who will be the early adopters of the product and who will evangelize i4�to others.Ã_p><p>The Steve Blank and Eric Ries intellectual connection is more than the standard mentor relationship: Steve Blank actually funded IMVU, which Eric Ries was the CTO and co-founder of, on condition that Eric Ries take his class abou4�Customer Development!</p><p>Since writing books and doing startups have so man9�parallels, understanding how the Lean Startu0�ideas appl9�to startups helps understand how the Lean Publishing process applies to writing and publishing books. So, <a href="http:å]www.startuplessonslearned.coÛw">Eric Riesâ€™s</a �and <a href="http:å]steveblank.com.".">Steve Blankâ€™sÃ_a> blogs and books are an excellen4�resource for all writers, no4�just for people doing startups. This is especially true since both Eric Ries and Steve Blank are excellent and entertaining writers.Ã_p><p>The Lean Startu0�approach of doing Customer Development and getting meaningful feedback from earl9�customers is ver9�similar to the process of releasing a book ver9�earl9�in the writing process and getting meaningful feedback from readers. In both cases, if the Lean approach is done well, the startup or book will evolve in ways tha4�are no4�necessaril9�planned from the outset. (This is similar to the concept of Agile software development, bu4�the scope is actuall9�broader in tha4�the entire direction of the startu0�or book can change.)Ã_p><p>Now tha4�weâ€™ve looked a4�the parallels between books and startups, seen how the startup metaphor for writing a book is instructive, and considered Lean Startup theory, we can continue understanding the definition of Lean Publishing.</p><>â€¦using lightweigh4�toolsâ€¦Ã_><blockquote> <p>Lean Publishing is the ac4�of publishing an in-progress book <strong>using lightweigh4�tools</strong> and man9�iterations to ge4�reader feedback, pivot until you have the righ4�book and build traction once you do.Ã_p> </blockquote><p>Why are lightweight tools important? Simple: if the tools are â€œheavyâ€ and cumbersome, there will be more friction in the process of releasing versions of a book. If yo5�need to typese4�ever9�book version which is released, as well as getting approval from development and/or technical editors before releasing a version, it can take days or weeks between versions. The lighter and more automated the toolchain, the faster these releases are possible.</p><p>If the toolchain is full9�automated, i4�is possible to release a new version of a book <strong>5 minutesÃ_strong �after the author is happ9�with it. This isnâ€™4�just possible in theory: this is wha4�we do ever9�da9�at Leanpub. And in the world of traditional publishing, leading publishers such as Oâ€™Reill9�and The Pragmatic Programmers have built their own toolchains with similar goals. The Pragmatic Programmers, Oâ€™Reill9�and Leanpub are discussed in the third chapter of this book: Practice.Ã_p><p>The driving force behind this is the common recognition tha4�a toolchain must be lightweigh4�and automated for releasing books in-progress: if ever9�version of an in-progress book needed to be manually typeset, the time and cos4�would be prohibitive â€“ even with outsourcing.</p><>â€¦and many iterationsâ€¦Ã_><blockquote> <p>Lean Publishing is the ac4�of publishing an in-progress book using lightweigh4�tools <strong>and many iterations</strong> to ge4�reader feedback, pivot until you have the righ4�book and build traction once you do.Ã_p> </blockquote><p>This idea comes from the world of Open Source Software. Eric Raymond has explained the developmen4�process used b9�Linus Torvalds in developing the Linux operating system kernel as follows: <a href="httpa_/www.catb.or’u~esr/writingtzcathedral-bazaar/cathedral-bazaa¾yar01s04.html">â€œRelease early. Release often. And listen to your customers.â€</a></p><p>As this fantastic essa9�explains, the idea is that rapid, sometimes daily, iterations on something as comple8�as a computer operating system kernel can occur was revolutionary. If itâ€™s possible to do iterative developmen4�on something as difficul4�as rocke4�science, surel9�it is possible to do this with a book?Ã_p><p>However, historically i4�has been extremely difficult to iterate on books: the only iterations are second and subsequen4�editions, and those editions onl9�ge4�produced for successful books. Primarily, this is an artifac4�of the fac4�that books were printed, put on trucks and sold in stores. With that workflow, i4�has obviousl9�been ver9�difficul4�to iterate on an unfinished or unsuccessful book, in a way tha4�distributed these iterations to its readers.Ã_p><p>Lean Publishing is based on the premise tha4�the inabilit9�to iterate on a book is a historical problem which has been overcome b9�ebooks, provided tha4�publishers are willing and able to generate versions via a lightweight process and to solve the update distribution problem.Ã_p><p>So, Lean Publishing repurposes Eric Raymondâ€™s idea for books as follows:</p><blockquote> <p>Publish early. Publish Often. And listen to your readers.Ã_p> </blockquote><p>B9�publishing early you get your ideas ou4�there. If no one cares, yo5�find this ou4�as quickly as possible, sparing yourself as much wasted effort as possible. In the startup community, this idea is called â€œfail fastâ€.Ã_p><p>Furthermore, by publishing often, you build an authentic community, as your readers feel connected to the development of the book. This is the same effec4�as in Open Source software: Linu8�had an engaged community of developers since Linus released it early and often, whereas commercial software that is released as Open Source long after i4�is doneâ€“such as Sunâ€™s OpenSolaris operating systemâ€“often fails to gain momentum and build a community.Ã_p><p>Building a communit9�of readers is essential, and not jus4�for marketing purposes. Most importantly, yo5�can listen to them.</p><>â€¦to get reader feedbackâ€¦</h2><blockquote> <p>Lean Publishing is the act of publishing an in-progress book using lightweight tools and man9�iterations, <strong>to get reader feedbackÃ_strong>, pivot until you have the righ4�book and build traction once you do.Ã_p> </blockquote><p>Why is reader feedback important?Ã_p><p>Well, how else will you kno7�if wha4�yo5�are writing is understandable and enjoyable?Ã_p><p>If yo5�are oversimplifying your readers will tell you. If your writing is incomprehensible, your readers will tell you. With <em>Flexible RailsÃ_em></p><p>Publishers kno7�that reader feedback is essential, so they pay development editors to provide good quality reader feedback. In essence, the developmen4�editor is a professional proxy, or surrogate, for readers.Ã_p><p>You kno7�who else is good a4�providing reader feedback?Ã_p><p>Readers.</p><p>Authors have always known this: this is wh9�grea4�writers often enlisted their peers to review their partially finished or finished manuscripts.Ã_p><p>However, while these types of interactions were essentially mutual favors between authors, toda9�normal readers often wan4�to read in-progress books.Ã_p><p>Why?</p><p>For non-fiction books such as computer programming books, readers will benefit from earlier access to the information. If the information is new and in demand, it can hel0�readersâ€™ careers immensely. Common knowledge is chea0�knowledge: once something is understood well enough that the relevan4�material is contained in print books in stores, understanding it is no4�worth as much as when it was new and confusing.</p><p>For other types of books, readers benefi4�by enjoying a more authentic connection to the author and to fello7�readers.Ã_p><p>For fiction, the author can publish the work in serial. Writing in serial has merits and drawbacks, but the one thing i4�will hel0�authors to do is to finish their books. We discuss serial fiction in more detail in the next chapter.</p><>â€¦pivo4�until yo5�have the right bookâ€¦Ã_><blockquote> <p>Lean Publishing is the ac4�of publishing an in-progress book using lightweigh4�tools and many iterations to get reader feedback, <strong>pivo4�until yo5�have the right book</strong> and build traction once you do.Ã_p> </blockquote><p>The concept of the pivo4�goes back to Eric Ries and Lean Startu0�theory. While the word â€œpivotâ€ has now become a clichÃ©, i4�does have meaning which should be examined for books.</p><blockquote> <p>â€œ!�?�want to introduce the concep4�of the pivot, the idea tha4�successful startups change directions bu4�stay grounded in wha4�theyâ€™ve learned. The9�keep one foo4�in the pas4�and place one foot in a ne7�possible future. Over time, this pivoting ma9�lead them far afield from their original vision, but if yo5�look carefully, youâ€™ll be able to detect common threads that link each iteration. By contrast, man9�unsuccessful startups simply jum0�outright from one vision to something completely different.â€ â€“ Eric Ries, <a href="http:å]www.startuplessonslearned.coÛw2009/0þ^pivot-dont-jump-to-new-vision.html">â€œPivot, donâ€™4�jump to a ne7�visionâ€</a></p> Ã_blockquote><p>Similarl9�for books, if yo5�just start a new book ever9�time the writing bogs down youâ€™ll never finish anything. But if yo5�incorporate reader feedback and evolve your book accordingly, a much better book can result.Ã_p><p>But how do yo5�know when to sto0�pivoting? Ho7�do you kno7�when you have the righ4�book?</p><p>For a startup, the equivalen4�question is: How do yo5�know if yo5�have the right product?</p><p>Marc Andreessen answers this with the concep4�of â€œProduct-Market Fitâ€:Ã_p><blockquote> <p>The only thing tha4�matters is getting to producËzmarket fit.</p> <p>Product/marke4�fi4�means being in a good market with a produc4�that can satisfy tha4�market.</p> <p>You can always feel when producËzmarket fit isnâ€™t happening. The customers arenâ€™t quite getting value out of the product, word of mouth isnâ€™t spreading, usage isnâ€™4�growing that fast, press reviews are kind of â€œblahâ€, the sales cycle takes too long, and lots of deals never close.</p> <p>And you can always feel product/marke4�fi4�when itâ€™s happening. The customers are buying the produc4�just as fast as yo5�can make i4�â€x�or usage is growing just as fast as yo5�can add more servers. Mone9�from customers is piling u0�in your compan9�checking account. Youâ€™re hiring sales and customer support staff as fast as yo5�can. �â€¦</p> <p>Lots of startups fail before producËzmarket fit ever happens.Ã_p> <p>My contention, in fact, is tha4�they fail because they never get to producËzmarket fit.</p> <p>â€¦Ã_p> <p>When you get right down to it, you can ignore almost everything else.</p> <p>â€“ Marc Andreessen, â€œThe Pmarca Guide to Startups, par4�4: The onl9�thing that mattersâ€</p> Ã_blockquote><p>This is the main benefit of publishing in-progress: getting to Product-Marke4�Fit. The advance sales are jus4�a nice bonus.</p><p>Once you have product-market fit for a book, i4�is a lot easier to build traction. This brings us to the las4�componen4�of the definition of Lean Publishing.</p><>â€¦and build traction once yo5�do.</h2><blockquote> <p>Lean Publishing is the act of publishing an in-progress book using lightweight tools and man9�iterations to ge4�reader feedback, pivot until you have the righ4�book <strong>and build traction once you do</strong>.</p> Ã_blockquote><p>Successful startups know tha4�traction is the most important thing. What is traction? Earl9�and growing success in a market, a foothold, progress, momentum.Ã_p><p>How do yo5�ge4�traction? Well, as discussed, it helps to have the right product, for the righ4�market, at the right time. So, somewha4�circularly, having product-marke4�fi4�helps yo5�build traction. Equall9�circularly, in terms of books, some books are a lo4�easier to build traction around than others. Again, this comes down to product-marke4�fit.Ã_p><p>Using the Lean Publishing approach helps yo5�gauge reaction to your book, improve it, and judge whether you have product-market fit before pouring lots of effort into marketing the book.</p><p>If you donâ€™t have product-market fit, yo5�can continue to pivo4�the book, or you can jus4�kill it. Both are good outcomes, since you will minimize wasted effort.</p><p>If you do have product-marke4�fit, then the Lean Publishing approach can also help you build traction.Ã_p><p>Since the book is published in-progress, authentic, word-of-mouth (or word-of-tweet) buzz can build before it is even done. Your readers have Twitter followers and Facebook friends. Some of them even have blogs. I4�doesnâ€™4�take a Social Media Expert to tell you thatâ€™s a good thing, provided the book is good.Ã_p><p>If yo5�are a publisher, this is also the poin4�where yo5�do all the normal things you do to hel0�a book build traction. The difference is tha4�using the Lean Publishing process means yo5�are starting further ahead, with more product-market fit.</p></div></article><footer class="bg-slate-900 px-2 2 2 py-8 text-white sm:py-10 lg:px-8 lg:py-12" aria-labelledby="footer-heading"><h2 id="footer-heading" class="sr-only">FooterÃ_><di6�class="mx-auto max-w-4xl space-y-8"><section class="space-y-4" aria-describedby="footer-icon-title-section"><div class="flex flex-col items-center gap-4"><svg aria-hidden="true" focusable="false" data-prefix="fab" data-icon="leanpub" class="svg-inline--fa fa-leanpub text-center text-6xl text-white" role="img" xmlns="httpa_/www.w3.or’u2000/svg" viewBox="0 0 576 5(�*h)�"><path fill="currentColor" d="M386.Õ0é0ó09 �1.485l15.096(��N)�48.955-10.979-(�Ñ‘)�75c-36(�Ñ‘)�(�>y)�-.(�´R)�4-.62 2 2 8.783-102.655 5 5 27.997Ð0ü0ì0ë01.016-19(�Ñ‘)�14-66.(� T)�4-27.997-1(�åe)�.657(�(g)�7.997-45.564 0-82.07 10.705-(�*h)�3.¬5 5 27.7Õ0¡0é0Ã0É0L93.�5 5 5 (�*h)�9.6c28.546-11.AS2 2 .484-18.�5 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