Countless times when people talk about doing an MVP, what they are really deep down looking to do is something that resembles the finished product. Or at the very least should be used as a quite feature heavy and robust stepping stone towards the finished product.
Looked at through that lens the MVP is just one way of validating your business idea and underlying hypothesis. In the test-library, I use, there are 59 other methods just like it. It is just a way of testing whether you can validate your idea and your critical assumptions. Nothing more.
There is always something there that annoys your view of the problem. Something that doesn’t fit. But that something adds valuable perspective to what you’re working on, and more often than not it can be the true differentiator for your success.
I have always found that even though I have worked within a particular sector a number of times before and think I am pretty well covered, there is always valuable insight under the hood as soon as I curiously and unbiased start looking. My bet is that you will experience the same.
Should the person who comes up with an idea also be the one who straight out of the blocks evaluate its desirability, feasibility and viability? Probably not due to the obvious risk of bias. It is also why we have some tools for ideation and another set of tools for assessment and validation.
The really funny thing about the article in Harvard Business Review though is the finding that companies tend to put an excess value on ‘ideas’ presented by the upper tiers in the organization, while ideas from the floor tend to be oversold and thus often not really gets taken under consideration. It is actually thought provoking when you think a bit about it.
It seems like a big potential loss. Experience shows that the closer people get to the problem through their day-to-day jobs, the more valuable ideas for improvements they come up with. Somebody in upper management should apply their sales skills to help the people downstream sell their valuable ideas the right way.
Just because ideas can be hard to turn into something concrete, it doesn’t mean you should stop having them. There always should be – and there always is – room for the bright idea.
What you could do however is to stop thinking about the quantity of ideas you could have and focus all your energy of the outcome, you want to achieve.
If you have a great – sorry – idea about the problem you’re trying to solve and where you want to take your company down the line, you need fresh ideas. And chances are the ideas you will get by having a sharp focus on the outcome will be both relevant, valuable – and absolutely worth pursuing.
You can not – and shall not pursue – total certainty at any point in time, because doing so will slow you down and get you bogged down in process.
What you can however do is try to identify the factors most critical to success in your business and work towards getting to more certainty in those particular areas and use the insight to really rocket-fuel your success.
Today marks a truly exciting new chapter in my professional life as I embark on a new role as Head of Studio at InQvation in Taastrup on the outskirts of Copenhagen, Denmark.
Together with the greatest colleagues, you can imagine, I will be running experiments on ideas for new businesses with the goal of validating them enough to enable us to build great companies with strong teams set for success.
I will be utilizing all my passion and experience from developing and validating concepts and business models, and I look so much forward to this insanely cool challenge.
This website is getting a revamp. It will be all from scratch again. One experiment at a time.
From May 1 2019 and onwards, you can expect Tumblr-style (in)frequent blogging here. A mix of experiences experimenting, sharing of links on experimentation to develop new (juggernaut) businesses and what else, I can think of as relevant.
The form will be short. And hopefully sweet. Maximum 3 paragraphs of text. And on that note: I’ll be back!