By Marty Cagan · svpg.com · LinkedIn
Marty Cagan argues that the term minimum viable product is used so inconsistently that it confuses product teams, and proposes a clearer working definition. He defines an MVP as the smallest product that is valuable (people choose to use or buy it), usable (people can figure out how to use it), and feasible (the team can deliver it with available resources). He separates the Eric Ries-style small experiment into an 'MVP Test' so it is not mistaken for a product, and says the goal of these tests is to reach product-market fit backed by validated customer learning rather than opinion. He closes by listing the recurring questions teams ask about this concept, promising to address them in follow-up articles.
01Key takeaways
- Define MVP precisely as the smallest product that is valuable, usable, and feasible, so the team shares one meaning.
- Call small experiments MVP Tests so they are not mistaken for shippable products.
- Don't assume product-market fit because you feel it; require validated customer learning as evidence.
- Treat product discovery as the ongoing process of running MVP Tests to reach product-market fit.
- Expect recurring questions about ownership, decision rights, and when to pivot, and settle them explicitly on your team.
02Key sections
- Why the term is confusing
- The MVP label is applied to everything from tiny experiments to full product visions, which leaves teams without a shared meaning. Cagan says the ambiguity is hurting teams and needs resolving.
- A working definition of MVP
- An MVP is the smallest product that is valuable, usable, and feasible. These three tests give teams a concrete checklist for judging whether a product is minimal yet viable.
- MVP Tests and product-market fit
- Cagan separates the small experiment, which he calls an MVP Test, from the product itself. The purpose of such tests is to converge on product-market fit, which must be proven with evidence rather than assumed.
- Open questions teams ask
- He lists common confusions, such as who owns discovery, when to pivot or give up, and whether product-market fit is a moving target. He promises to address them in a series of follow-up articles.
03From the post
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04Frameworks mentioned
Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.