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.
It is a misconception though. MVPs in its original definition are meant to be thrown away. They are meant to be product-imitations showcasing a critical hypothesis for your idea to potential customers in order to get hard data on what happens, when you throw it out there and – hopefully – the right people start taking notice and interact with it.
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.
The more you think you know about something, the more you should push yourself to look under the hood.
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.
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.