(Originally posted 4/22/2016). A really great idea can sometimes go viral and become “a thing” quickly—as in “is that really a thing?” The problem is, once a concept becomes “a thing,” it often gets watered down, generalized, hi-jacked, or otherwise misused. I believea prime example this is the concept of minimum viable product (MVP), as popularized by Eric Ries in his 2011 book “The Lean Startup.” By 2014, it was even discussed in the first episode of the sitcom Silicon Valley. The idea is simple: release a product with just enough features to deploy it and learn from real customers as you continue product development.
In theory, MVPs help teams move fast, minimize feature creep, stick to schedules, and align with Agile development. Driving to an MVP signals capital efficiency, and startups also appreciate the MVP concept because it allows them to test marketing strategies early on in parallel with product performance.
Sounds perfect, right? Not always. Here’s where MVPs often go off the rails:
I say all this not to bash the MVP—I’m actually a huge fan. Ries’ Lean Startup is brilliant. But the concept can be stretched to justify not taking enough time to understand what true "viability" is. That’s a screen-play that seems to repeat. Used thoughtfully, MVPs are powerful. Used as justification, they can waste time, money, and focus. The trick is context: ensure the MVP truly serves your customers, not just your schedules, investors, or internal excitement.