Journal of Healthcare Management - July/August 2014 - (Page 269)
s u s taI nable c oMpet I tI ve a Dvantage
goal of MVP development is to produce
the smallest bundle of features that
creates value for the customer (Junk,
2000). As outlined in Table 1, MVPs do
not include all the features that the
organization believes its customers
want. Rather, they are the smallest
bundle of features that represent a value
hypothesis that can be tested in a build-
measure-learn cycle or similar
for
a ccountable c are o rgan IzatIons
customer-centered development process
(Reis, 2011). Because MVPs target the
organization's customers, the validation
process results in unique and valuable
tacit knowledge of customer value
configurations (Lubit, 2001).
MVPs have the potential to significantly increase the speed at which the
organization creates new business
products and the net customer value of
TA B L E 1
Comparison of Product Development Methods
Traditional Product
Development
Minimally Viable Product
Development
Develop a product or service that
maximizes market share and
minimizes production costs
(scalable)
Develop a feature that
maximizes value to customer
and organizational learning
and minimizes waste in
development
Development goal
Produce market-ready product
Test hypotheses about value
to customer and business
model
Structure and timing of
Linear: New products developed
at end of current product life
cycle
Iterative: Features developed
throughout product life cycle
to add customer value
Engineers, marketers, product
managers
Customers, analysts,
accountants
Occurs at end of product development cycle; customers engage
with finished products and
provide input on product
marketing (price, branding, etc.)
Occurs throughout development cycle; customers engage
with MVPs (feature sets) and
provide input on all aspects
of product
Product features
Complete, final feature set to
compete with similar products
and services
Smallest feature set required
to run build-measure-learn
cycle
Production scalability
Designed for scalability into mass Not necessarily scalable into
production
mass production
Product development
philosophy
development activities
Key development
partners
Customer value
engagement
Sources. Reis (2011); Junk (2000); Campos, Norman, & Jadad (2011).
269
Table of Contents for the Digital Edition of Journal of Healthcare Management - July/August 2014
Journal of Healthcare Management - July/August 2014
Contents
Interview With Charles R. Evans, FACHE, President of the International Health Services Group and Senior Advisor at Jackson Healthcare
The Most Effective Leadership Style for the New Landscape of Healthcare
Exploring Obstacles to Success for Early Careerists in Healthcare Leadership
Decisions Through Data: Analytics in Healthcare
Sustainable Competitive Advantage for Accountable Care Organizations
Hospital Characteristics Associated With Achievement of Meaningful Use
The Effect of Professional Culture on Intrinsic Motivation Among Physicians in an Academic Medical Center
Abstract from the Academy of Management
Journal of Healthcare Management - July/August 2014
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