Avoiding the wrong MVP approach

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An interesting article by Jared M. Spool about Minimal Viable Product (MVP) and how it is not about coding every time.

“We could make our customers happier and save the company a ton of money, all at the same time.” That was the pitch behind the innovation team’s new idea …

For many organizations, they’ve come to use MVP to mean a less functional, limited implementation application. Build it quick, get it into the hands of customers, and see how they like it.

This isn’t how MVPs are supposed to work. Eric Ries, who coined the term in his book, The Lean Startup defined an MVP as something that “allows a team to collect the maximum amount of validated learning about customers with the least effort.”

MVPs often don’t need code, but teams forget this. Our organizations are so used to solving every problem with software that we forget that we can learn what we need by faster, more effective means.

The teams that use MVPs most effectively focus on what you need to learn first. Then they ask how they can best learn it. Often, you can avoid writing any code altogether.

Learn more how the team designed MVP without coding in this real life example for insurance company.

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