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This the anti-thesis of building an MVP

โšกย This the anti-thesis of building an MVP: ๐—ต๐—ถ๐—ฟ๐—ถ๐—ป๐—ด ๐Ÿญ๐Ÿฑ๐Ÿฌ ๐—ฝ๐—ฒ๐—ผ๐—ฝ๐—น๐—ฒ ๐—ฒ๐˜ƒ๐—ฒ๐—ป ๐—ฏ๐—ฒ๐—ณ๐—ผ๐—ฟ๐—ฒ ๐˜๐—ต๐—ฒ ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต ๐—ผ๐—ณ ๐˜๐—ต๐—ฒ ๐—ณ๐—ถ๐—ฟ๐˜€๐˜ ๐˜๐—ฒ๐˜€๐˜.



I heard this story recently and couldnโ€™t believe my ears: a company plans to launch a new business model. In a city that doesnโ€™t really make sense for that business model (but because senior management lives there). ๐—ช๐—ถ๐˜๐—ต ๐˜๐—ต๐—ฒ ๐—ฎ๐—บ๐—ฏ๐—ถ๐˜๐—ถ๐—ผ๐—ป ๐˜๐—ผ ๐—ฏ๐—ฒ ๐—ฝ๐—ฒ๐—ฟ๐—ณ๐—ฒ๐—ฐ๐˜ ๐—ณ๐—ฟ๐—ผ๐—บ ๐˜๐—ต๐—ฒ ๐—ด๐—ฒ๐˜ ๐—ด๐—ผ. Under the main enterprise brand.



There was not even an initial small scale test done under a different brand first to learn something about the business case or service market fit first.



Instead over the course of a few years 150 people were hired into the new unit and the perfect (on paper) organisation was built.



๐—ฆ๐—น๐—ผ๐˜„๐—น๐˜† ๐˜๐—ต๐—ฒ๐˜† ๐—ฎ๐—ฟ๐—ฒ ๐—ด๐—ฒ๐˜๐˜๐—ถ๐—ป๐—ด ๐—ฟ๐—ฒ๐—ฎ๐—ฑ๐˜† ๐˜๐—ผ ๐—น๐—ฎ๐˜‚๐—ป๐—ฐ๐—ต ๐—น๐—ฎ๐˜๐—ฒ๐—ฟ ๐˜๐—ต๐—ถ๐˜€ ๐˜†๐—ฒ๐—ฎ๐—ฟ ๐—ฎ๐—ณ๐˜๐—ฒ๐—ฟ ๐—ถ๐—ป๐˜ƒ๐—ฒ๐˜€๐˜๐—ถ๐—ป๐—ด ๐—บ๐—ถ๐—น๐—น๐—ถ๐—ผ๐—ป๐˜€ ๐—ณ๐—ถ๐—ฟ๐˜€๐˜.



Itโ€™s 2023 and this is still happening.



The solution is simple:


- understand the customer need first


- build an MVP to test how you can deliver value to the customer


- understand your business case and path to profitability



All this can be done for under 50kโ‚ฌ.





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