I love your take, but I had a hard time getting through the article because “science of entrepreneurship” already feels like a contradiction in terms to me. Each startup is a product of its unique time and context. There are huge swings in fortune based on seemingly subtle factors that are not necessarily under the control of the founder but need to recognized and can force the whole vision, approach, or even the problem statement itself to shift wildly overnight. This happens over and over again, and so creating a successful startup is more akin to bull riding than any formulaic process.

Because entrepreneurship and markets overall are at the center of so many disparate human contexts, I just don’t think the scientific method is particularly applicable. I also think the minute you try to generalize between startups the fidelity of understanding the factors of success fall off exponentially. The most common failure mode—almost by definition—is failing to recognize that some seemingly good idea or pattern that worked in many other businesses just does not work in this particular context for whatever reason. This is why entrepreneurs that are too focused on theory and not enough on the details of their particular space tend to fail.

To me, The Lean Startup is useful food for thought, and can be useful in surprising ways (even in bigger companies), but the generalized ideas and statements are of very little value without a keen sense of applicability in context. Any “science” of entrepreneurship would basically be combining the systemic chaos of macroeconomics less the precision of standard financial metrics plus all the human factors of psychology. Fascinating to think about, but I doubt the best pundits and theorists would themselves make good entrepreneurs.