In the world of digital product development, there’s a principle that separates efficient teams from those that merely build features: the goal isn’t to deliver software — it’s to generate learning that leads to better decisions. In this context, the MVP (Minimum Viable Product) is not simply a reduced version of a product. It is a structured experiment designed to test hypotheses quickly, at the lowest cost possible, reducing uncertainty and bringing the team closer to what truly matters: real user behavior when facing a real problem.
The process of building and executing a successful MVP can be organized into seven fundamental steps. They serve as a mental map for any Product Manager who wants to innovate with discipline and focus.
1. Understand the Problem–Solution Set
Every product begins with a pain point — and clarity about that pain guides every step of the MVP. At this stage, the goal is to understand:
- What specific problem are we trying to solve?
- For which audience is this problem most relevant or painful?
- How do we imagine our solution will create value?
More than describing a desired feature, this step is about articulating the relationship between the real problem and the imagined solution, even if still embryonic. Without this initial alignment, the MVP risks testing something irrelevant or disconnected from user needs.
2. Identify Your Assumptions and Find the Riskiest Ones
Every new product is born from a set of beliefs — about customer behavior, market size, the effectiveness of the solution, and even the viability of the business model. These beliefs — explicit or not — are assumptions.
Here, the task is to list them all and ask:
- What are we assuming to be true without any evidence?
- What, if wrong, would invalidate the product?
- Which points carry the greatest risk or uncertainty?
These are the assumptions that must be tested first. They define where the MVP should operate.
3. Formulate Testable Hypotheses
Assumptions alone aren’t enough. They must be transformed into measurable hypotheses that can be validated or refuted through an experiment.
A strong hypothesis follows the format:
“We believe that users of type X will perform behavior Y when exposed to solution Z.”
Meaning:
- the behavior must be observable
- the user must be defined
- the expected outcome must be clear and measurable
This clarity prevents vague interpretations, biased readings, and imprecise conclusions after the test.
4. Define Minimum Success Criteria
One of the most common mistakes in MVP execution is analyzing results without predefined parameters — which makes it easy to justify any outcome as positive. To avoid this, it’s essential to define what will constitute success — or failure — before the experiment begins.
Examples include:
- A minimum conversion rate on a landing page
- A minimum number of sign-ups or pre-purchase intentions
- A specific number of interviews confirming the problem
- A minimum click or engagement rate in test campaigns
These criteria act as decision triggers that guide the next step of the product.
5. Choose the Type of MVP and the Strategy
With clear hypotheses and defined criteria, it’s time to select the ideal MVP format. There are several approaches, each suited to a different type of risk:
- Landing Page MVP: test interest in the problem and solution
- Concierge MVP: deliver the solution manually to validate value
- Wizard of Oz MVP: user believes the product is automated, but the team performs tasks manually
- Low-fidelity prototypes: test usability and understanding of the concept
- Functional minimal MVP: the smallest usable version of the solution
The choice depends directly on the riskiest hypothesis and the cost-benefit of the test. The goal is to learn fast while spending as little as possible.
6. Run the Experiment
Now, theory becomes practice. Execution must be disciplined and faithful to the defined plan. This includes:
- Recruiting real users who represent the target audience
- Ensuring the test is short but meaningful
- Recording behavioral and qualitative data
- Running the experiment without interfering in ways that distort results
The MVP is not a tool to “prove the team right” — it is a tool to discover the truth about the solution.
7. Evaluate Results and Learn
In the final stage, we analyze the collected data and compare it to the predefined success criteria. The central question is: what did we learn?
This involves:
- Validating or refuting hypotheses
- Understanding behavioral nuances
- Identifying new risks or hidden assumptions
- Deciding whether to pivot, persevere, or end the idea
The evaluation must be honest and free from confirmation bias. The goal is to move to the next phase with clarity — not simply justify decisions already made.
Conclusion
The MVP is one of the most powerful tools in the modern Product Manager’s arsenal. It helps reduce uncertainty, validate ideas economically, and direct effort toward what truly creates value for users.
Following the seven steps outlined in this article transforms the MVP process into a structured, repeatable, and results-oriented method. Instead of building based on instinct, you begin building based on evidence — creating more efficient, more relevant products that are better aligned with real market needs.