I entered the world of the startup hoping to be able to adopt lean startup practices and get an MVP (Minimum Viable Product) to market quickly, avoiding big design up front and focusing on learning from real customer feedback (apologies for the buzzword-heavy opening sentence).
Unfortunately, Brain Drain’s master – who we know as Granddad – is an arch-conservative who actually wanted to combine a traditional Waterfall approach with all of the worst mistakes ill-informed executives have been making for decades: that is, commit to a budget, scope and launch date before you know what you are building; ensure the scope is too large for the budget; and make the timeline so short that no form of user needs research or requirements validation can be conducted before design commitments are irrevocable. Oh, and hire those tasked with delivering after all those badly-informed commitments have been set in stone with the board of directors.
There is no such thing as a perfect startup, but if you could imagine one, Brain Drain is as far from it as you could get. Avoid making these mistakes and read this excellent article from Pragmatic Marketing which explores the concept of the MVP in great depth.