This text discusses the need to redefine the concept of Minimum Viable Products (MVPs) in order to derisk new product ideas. The author emphasizes that many founders and product teams have misunderstood the purpose of MVPs, leading to the development of overscoped products that do not facilitate learning. The text suggests that a good MVP should focus on understanding the target customers, identifying the minimum product required for validation, and determining which features to exclude. The importance of addressing high-priority problems and delivering value to customers is also highlighted. The text concludes with recommendations for building an actionable and research-led MVP.
| Signal | Change | 10y horizon | Driving force |
|---|---|---|---|
| Redefining MVPs | Redefining the concept of MVPs | More clarity and specificity in MVP process | Need for more effective MVPs |
| Focus on understanding customers before building | Prioritizing customer understanding | More emphasis on customer research | Avoiding building overscoped products |
| Clarifying the three questions before building | Defining persona, problem, proposition | Better understanding of target customers | Resource-efficient validation |
| Importance of Unique Product Attribute | Identifying the unique aspect of product | Focus on innovation and differentiation | Winning the market opportunity |
| Excluding hygiene features from MVP | Prioritizing core innovation | More focus on core features, less on hygiene | Derisking the idea |
| Actionable, research-led definition of MVP | Testing Unique Product Attributes | More efficient validation of product ideas | Resource efficiency |