The dot-com bubble in the 1990s made the technology industry aware that even excellent ideas backed by amazing teams are not sufficient to ensure a startup's success. The biggest risk of startups is that they have to operate within many uncertainties, their market and customers are unknown, and their business model is not yet validated. Therefore, successful execution of such a venture requires a rigorous process that would validate different assumptions of the business idea. The Lean Startup method, introduced by E. Ries, gives the opportunity to eliminate some of the uncertainties and, therefore, to reduce the risks associated with starting a new business. Although this is not an easy method, as it requires minimum management knowledge and some analytical skills, it has become a highly recommended tool. Lean Startup jako nowa metoda zarz dzania firmami technologicznymi na przyk adzie Wlcome AppBa ka dot-com z lat dziewi dziesi tych u wiadomi a przedsi biorcom z bran y technologicznej, e nawet doskona e pomys y realizowane przez niesamowite zespo y nie s wystarczaj ce, aby zapewni sukces startuj cej firmie. Najwi ksze ryzyko dla start-upów stanowi liczne niewiadome, ich rynek i klienci nie s znane, a ich model biznesowy nie jest jeszcze potwierdzony. Sukces takiego przedsi wzi cia wymaga rygorystycznego procesu, który pozwoli na potwierdzenie ró nych za o e pomys u na biznes. Metoda Lean Startup, wprowadzona przez E. Riesa, daje szans na wyeliminowanie niektórych z niepewno ci, a zatem na zmniejszenie ryzyka zwi zanego z rozpocz ciem nowej dzia alno ci gospodarczej. Mimo e nie jest to metoda prosta, jako e wymaga ona minimalnej wiedzy z zarz dzania i pewnych umiej tno ci analitycznych, sta a si ona wysoce zalecanym narz dziem.
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