From MVP to Scalable Product: What Changes and What Shouldn't
Introduction
Creation of MVP is a milestone. It implies that an idea got a form, became a reality accessible to the actual users and offered some value. The transition of MVP to a scalable product is not only achieved through feature addition and code rewriting but a purposely done expansion. Most of the teams meet this transition without a clear priority, attempting to scale decisions made in a previous phase, or stagnating because of not knowing what to retain and what to re-work.
What the Lean approach tells the truth
The Lean methodology, which the industrial manufacturing approach refined to the digital products world, is focused on the validated learning as opposed to the excellent execution. With Lean thinking, there is no need to invest heavily in a fully built product initially as it urges to create the least to get to know something tangible about the market or customers. It uses its main weapon, which is the MVP (Minimum Viable Product) not as a scaled down version of the eventual product, but as a working test which can be used to validate or disprove a central assumption about the business. The aim of the MVP is to initiate the process of learning and not complete it. An MVP is not created to provide the answers to the product design or technical questions only as opposed to a prototype or a concept test. It aims at testing basic hypotheses of business.
The real value of an MVP is what it teaches, not what it creates.
Redefining the purpose of the MVP
It can be confusing what an MVP is supposed to do. Others view it as the original technical variant of the product- something to develop. However, when we stick to the definition of the Lean, the MVP is not meant to be scaled. It's designed to be validated. Theoretically, an MVP might be completely dropped once it has served its purpose, since the real value of an MVP is what it teaches, not what it creates. Materialistically, however, that is not always the case. At any point, teams have been known to scale on top of their MVPs, because of time, money, or some early strategic choices made. It may not be an issue as far as the team is conscious of the trade-offs and reconsiders what should be taken forward and what not. It does not matter whether the MVP is reused or rebuilt but rather, does it provide a real and testable version of the idea. Something that is experienceable by the users. This is why one of the most frequent comparisons is to construct a bicycle and not only a wheel. The concept is to address the fundamental need at the very beginning even in a basic manner. In case that is successful, you can develop into a car or motorbike. But the teaching is in something practical, not in putting together unrelated elements.
The transition: where to concentrate
There is no specific formula on how to pass an MVP, but to create some clarity, there are a few perspectives that can be considered. The next step to take is to go back to what really justified a user need, whats been done in an attempt to get things moving faster, what might now be constraining any further growth and what can be kept deliberately simple without damaging to the experience. Another question to consider is: is the current team prepared to take it to the next level- or is adding new skills going to prevent typical traps. In other instances, it might be possible to develop a planned post-MVP version, which is stronger but is equally agile enough, to develop a base of growth without necessarily creating one anew later.
Expert MVP Scaling Guidance
Our proven methodology will help you get expert advice on how to move on the MVP to a scalable product.
Get Expert GuidanceWhat generally has to change
Every product has its path, but there are usually common places that need consideration during scaling:
- Architecture and performance: MVPs are not generally architected to be scaled. Enhancing modularity or infrastructure can prove useful depending on the situation.
- User experience: What research users can put up with might baffle a wider audience. A little UX problem can become an obstacle during your growth.
- Operational tools: Admin panels, internal dashboards, support tools: It is common in MVPs to be missing, but would be required to scale the operations.
- Monitoring and reliability: Logging, fallback, alerts. These might appear to be overboard in the initial stages but end up being very vital with use.
What should be maintained most
- The value proposition: The important thing is what is maintaining the product, especially when it was proven to be valid. Growing too fast may end up watering down its success.
- User proximity: The direct user feedback can be an advantage of MVPs. Maintaining that feedback loop alive assists the product to remain down to earth.
- Simplicity: Anyone can grow without being complex. At scale, it is important to remain focused.
Scalability of a product does not begin with code. It begins with the concept of knowing what succeeded in your MVP and why it succeeded in the eyes of your users.
Planning your next step
Once you come out of MVP and you are having a scalable product, what you should do is to take into consideration the situation, to prove what is important and to create a grounded but flexible roadmap. It is not a position to simply scale what exists. It's to pause and think. The teams must evaluate what is worth retaining, what must be reorganized and how the organization can proceed in a manner that can sustain the needs in the present and also in the future. Scaling does not mean starting afresh; it is about having an intentional, purposeful, and meaningful addition on top of what you already know. The trick is to preserve the proven value proposition and transform the technical and operational backgrounds to aid in growth. Always keep in mind that all the successful products began with the idea that was tried, tested, and improved. Scalability of product is merely the next step in that process of unending learning.
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Introduction
Creation of MVP is a milestone. It implies that an idea got a form, became a reality accessible to the actual users and offered some value. The transition of MVP to a scalable product is not only achieved through feature addition and code rewriting but a purposely done expansion. Most of the teams meet this transition without a clear priority, attempting to scale decisions made in a previous phase, or stagnating because of not knowing what to retain and what to re-work.
What the Lean approach tells the truth
The Lean methodology, which the industrial manufacturing approach refined to the digital products world, is focused on the validated learning as opposed to the excellent execution. With Lean thinking, there is no need to invest heavily in a fully built product initially as it urges to create the least to get to know something tangible about the market or customers. It uses its main weapon, which is the MVP (Minimum Viable Product) not as a scaled down version of the eventual product, but as a working test which can be used to validate or disprove a central assumption about the business. The aim of the MVP is to initiate the process of learning and not complete it. An MVP is not created to provide the answers to the product design or technical questions only as opposed to a prototype or a concept test. It aims at testing basic hypotheses of business.
The real value of an MVP is what it teaches, not what it creates.
Redefining the purpose of the MVP
It can be confusing what an MVP is supposed to do. Others view it as the original technical variant of the product- something to develop. However, when we stick to the definition of the Lean, the MVP is not meant to be scaled. It's designed to be validated. Theoretically, an MVP might be completely dropped once it has served its purpose, since the real value of an MVP is what it teaches, not what it creates. Materialistically, however, that is not always the case. At any point, teams have been known to scale on top of their MVPs, because of time, money, or some early strategic choices made. It may not be an issue as far as the team is conscious of the trade-offs and reconsiders what should be taken forward and what not. It does not matter whether the MVP is reused or rebuilt but rather, does it provide a real and testable version of the idea. Something that is experienceable by the users. This is why one of the most frequent comparisons is to construct a bicycle and not only a wheel. The concept is to address the fundamental need at the very beginning even in a basic manner. In case that is successful, you can develop into a car or motorbike. But the teaching is in something practical, not in putting together unrelated elements.
The transition: where to concentrate
There is no specific formula on how to pass an MVP, but to create some clarity, there are a few perspectives that can be considered. The next step to take is to go back to what really justified a user need, whats been done in an attempt to get things moving faster, what might now be constraining any further growth and what can be kept deliberately simple without damaging to the experience. Another question to consider is: is the current team prepared to take it to the next level- or is adding new skills going to prevent typical traps. In other instances, it might be possible to develop a planned post-MVP version, which is stronger but is equally agile enough, to develop a base of growth without necessarily creating one anew later.
Expert MVP Scaling Guidance
Our proven methodology will help you get expert advice on how to move on the MVP to a scalable product.
Get Expert GuidanceWhat generally has to change
Every product has its path, but there are usually common places that need consideration during scaling:
- Architecture and performance: MVPs are not generally architected to be scaled. Enhancing modularity or infrastructure can prove useful depending on the situation.
- User experience: What research users can put up with might baffle a wider audience. A little UX problem can become an obstacle during your growth.
- Operational tools: Admin panels, internal dashboards, support tools: It is common in MVPs to be missing, but would be required to scale the operations.
- Monitoring and reliability: Logging, fallback, alerts. These might appear to be overboard in the initial stages but end up being very vital with use.
What should be maintained most
- The value proposition: The important thing is what is maintaining the product, especially when it was proven to be valid. Growing too fast may end up watering down its success.
- User proximity: The direct user feedback can be an advantage of MVPs. Maintaining that feedback loop alive assists the product to remain down to earth.
- Simplicity: Anyone can grow without being complex. At scale, it is important to remain focused.
Scalability of a product does not begin with code. It begins with the concept of knowing what succeeded in your MVP and why it succeeded in the eyes of your users.
Planning your next step
Once you come out of MVP and you are having a scalable product, what you should do is to take into consideration the situation, to prove what is important and to create a grounded but flexible roadmap. It is not a position to simply scale what exists. It's to pause and think. The teams must evaluate what is worth retaining, what must be reorganized and how the organization can proceed in a manner that can sustain the needs in the present and also in the future. Scaling does not mean starting afresh; it is about having an intentional, purposeful, and meaningful addition on top of what you already know. The trick is to preserve the proven value proposition and transform the technical and operational backgrounds to aid in growth. Always keep in mind that all the successful products began with the idea that was tried, tested, and improved. Scalability of product is merely the next step in that process of unending learning.
