This document outlines a framework for developing minimum viable products (MVPs) that can be scaled into successful products. It begins by defining an MVP and outlining three key phases: desirability, feasibility, and viability. The desirability phase involves understanding user needs through research and defining the value proposition. The feasibility phase evaluates whether the MVP strengthens business capabilities. The viability phase determines if the MVP can contribute to long-term growth. It then provides details on each phase, including developing user personas, service blueprints, and competitive strategies in desirability. The document outlines testing and iterating the MVP through a build-measure-learn process before determining next steps like product roadmapping.

1. Innovation Journey –
From an MVP to a
winning product
A SCIENTIFIC AND PROVEN WAY OF DESIGNING MVPS THAT CAN BE
DEVELOPED INTO A PORTFOLIO OF SUCCESSFUL PRODUCTS

2. Definition
"That version of a new product which allows a
team to collect the maximum amount of
validated learning about customers with the
least effort" - Eric Ries (Author - The Lean Startup)

3. Frameworks HOW TO BEGIN?

4. Starting framework
Desirability
People want it
[Q: Are we solving for the right
pain point, and what is the value
proposition?]
Feasibility
We can actually do it
[Q: Does this strengthen our
business?]
Viability
We don’t go broke
[Q: Does this contribute to our
long term growth?]

5. DFV inputs and outcomes
Possible Inputs Possible Outocmes
Desirability Service blueprint Seed ideas for design thinking
User research & journey mapping Requirements for feasibility check
Competitive strategy
Scalability
Feasibility Core v/s Adjacent v/s Transformation MVP Design for development and
testing
Tech/ Finance/ Branding/ Partners
Support processes, culture,
competencies, compliance
Viability KPIs, metrics, analytics, user
behaviour – adoption & engagement
Learnings for internal discussion,
decision making, and further
development

6. Desirability
ARE WE SOLVING FOR THE RIGHT PAIN POINT, AND WHAT IS THE
VALUE PROPOSITION?
Teams involved:
Product Management
UX
Social
Technology
Internal client

7. User persona research
What defines you?
What tools do you use to research, prepare and apply for
your higher education?
What does if mean to be successful in doing each of the
above?
What are your biggest challenges?
How do you overcome these challenges?
How do you prefer to interact with content, other students,
and mentors while seeking guidance?
What social networks do you belong to?
Seeking
Undergrad
Mobile
search; FB
groups;
forums
Save;
bookmark;
connect; on-
demand…
Snapchat;
Facebook;
Instagram
Eligibility;
funding;
application
essays…
Video
content;
podcasts;
direct msg…

8. Service
blueprint
User journeys and Front stage – value
creation
Desirability view

9. Competitive
strategy
v/s
Improve, Reduce, Eliminate, Create
Market Audit
Identify Trends

10. Outcomes from desirability phase
Idea generation
High level document
User personas, user journeys, Deeper market understanding, trends, etc.
Inputs for feasibility study

11. Feasibility
DOES THIS STRENGTHEN OUR BUSINESS AND DO WE HAVE THE
COMPETENCIES & CULTURE TO BUILD IT?
Teams involved:
Product Management
UX
Social (if relevant)
Technology
Internal client & sponsor
Finance
Partners (if relevant)
Internal stakeholders (for sign-off)

12. Service
blueprint
Back stage (including tech, finance,
partnerships, etc.) and support
processes.
What are our competencies?
Feasibility view

13. Checking for
Innovation
accounting Comfortable
Uncomfortable
Products
Markets
Proximity to the core Success rate
Core 70-90%
1 degree 50-70%
2 degree 40-50%
3 degree 20-40%
Adjacent
Credit: Ashridge Portfolio Matrix

14. Technology & Product sprint planning
Understand BAU and MVP dev bandwidth
Plan for development bandwidth and resourcing so as to avoid technological debt later
Early stage involvement of tech team should help in choosing technology stack and other
requirements to manage MVP development
Agile development methodology to be put in place and frameworks agreed with the
technological team in order to guarantee bandwidth once the MVP has been successful

15. Finance and other stakeholder sign-offs
Cost structure and budget for the MVP to be reviewed and approved by Finance
Sign-offs from all stakeholders (sponsors/ owners) to be taken for the final MVP document, UX
designs, and the timetable (dev and implementation)
Project Reporting structures to be agreed upon and signed off
Measurability of the project (Critical success factors, failure thresholds, etc.) to be decided and
signed off

16. MVP Development
BUILD, MEASURE, LEARN – IN AGILE

17. MVP Steps
Designing a prototype based on the definitions from
desirability & feasibility stages (A visual representation)
Making sure the MVP communicates the value of the product
Building/ coding the solution
Testing with early adopters (Alpha/ Beta tests)
Deciding on the strategic direction for further product
development

18. Build, Measure, Learn
Learn
Measure
Build
Prototyping/ Wireframing
Simple and uncluttered UX
Value delivery as promised
Bug free coding/development
Servers optimised for read/write
Modular development
Analytics enabled
Conversion rate optimisation
Funnel metrics
NPS
KPIs (e.g. time on site, avg no. of visits)
User flows
Analytics data (GA, Hotjar, Optimizely)
Hypothesis testing
User behaviour
Triggers
User flows
Responses
Drop-offs
Best & worst performing elements
Design thinking
Lean UX
Agile

19. Product Roadmap post
the success of an MVP
ANSWERING THE VIABILITY QUESTION

20. Product Roadmap design

21. Continuous development and scaling
Image credit: John Cutler
10% of all MVPs are launched
as products
50% of these make
money
15% of these
“scale”
10% change
the orgn

22. Thank You!
SOUMIK GANGULY