MVP can be a simple poll

Minimum Viable Product (MVP)

To be found within the UX Design (UX abbreviation for User Experience) under the “Lean Startup Method” category.

1. definition: A “Minimum Viable Product” (MVP), defines a development stage via the product / service. At this stage of development it is possible for the first time to test the product / service under realistic conditions at the customer's facility. Only functions that are absolutely necessary for the actual purpose are implemented. This can also be just a single function. This significantly speeds up product development and saves valuable resources.
MVP is translated accordingly: the publication of a product / service in its minimal functional scope.
Regardless of the possible expansion stages, MVP does not describe the development of "minimal" products. Rather, it defines the point in development where minimal effort and qualitative feedback meet. Quote from a product manager: "If you are not ashamed of your MVP in the market, you don't have an MVP."

2. Development and use of an MVP: At this stage of development it is usually about feedback from the first users. As the last step in the classic design thinking process, an MVP is therefore also the basis for UX-centered learning, in which the results of the feedback are incorporated into a further iteration of the development cycle. This applies to both the further development of the existing MVP and the development of new functions (features) for which there is a customer need after the feedback. At the same time, the product is moved from the design thinking process to the lean startup process. This begins the further development through the lean startup method, which begins with the description of a business model (Business Model Canvas).
In the development of services, manual work steps are also accepted in this phase, which can be automated in the further development. To reduce complexity, MVPs can also be published in smaller markets first. “Learning” from customer feedback, from discussions or metrics and analyzes ties up resources. This effort should always be considered in relation to the "classic" development effort.
While in UX design with design thinking and lean management the initialization effort of a new product development is higher compared to the classic "idea from above" method, the relationship is reversed in the course of the overall process (see schematic diagram: "Comparison of development according to UX design with MVP vs. development according to waterfall ").

3. Significance for companies: If a new product / service is developed according to the design thinking process or customer co-creation process, at the end of this there is not only a new development, but also the clarification of the question of whether customers will accept the product / service . In the case of further development with MVP, the question of market relevance has already been positively clarified. This were
a) minimizes financial risks,
b) Development processes significantly accelerated and
c) Leaving decisions in the market for as long as possible.
With the MV product, the clarification of other questions from the marketing mix (price, production, communication) can now be advanced according to the 4P model.
Answers to questions about the target group, persona, customer needs, communication are already clarified in the design thinking process or follow from the results of the workshops.

4. Development tendencies: As with all UX design tools, the difference at the corporate culture level compared to the classic approach must be taken into account. The main challenge is not so much the approach as such, it is rather the ability to connect the different processes that need to be managed. Therefore, the development process of the MVP in established companies is rarely found within the UX design process as a transition between design thinking and lean management. Currently, the use of the MVP is mostly outsourced to the processes of "Innovation Labs" or special departments. It has to be managed in each individual case at what point and in what form the MVP from the UX process connects to the standard processes and structures of a company (connectivity).