Chris Moisan

Chris Moisan

United Kingdom
2K followers 500+ connections

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About

Product leader with extensive experience bringing new services to market and scaling…

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  • Why you need to stop obsessing about your MVP

    The Start Up

    Minimum Viable Product (MVP) was a great concept. It sheds light on our assumptions and helps us think about how best to approach our product development journey.
    However, its greatness is perhaps only matched by the great confusion it causes. While intuitively ‘gettable’, its meaning is often confused, co-opted or lost altogether. So much so, that in some circumstances it gets contorted from something designed to help us reduce uncertainty and improve our chances of success to something…

    Minimum Viable Product (MVP) was a great concept. It sheds light on our assumptions and helps us think about how best to approach our product development journey.
    However, its greatness is perhaps only matched by the great confusion it causes. While intuitively ‘gettable’, its meaning is often confused, co-opted or lost altogether. So much so, that in some circumstances it gets contorted from something designed to help us reduce uncertainty and improve our chances of success to something that is used to create a ‘theatre of certainty’ and definitely won’t help our chances of success.

    See publication

  • Making products for other people

    Idean

    About a year ago, I made the switch: I went from working ‘client-side’ to leading the product team for a design and innovation consultancy.

    It was a big change. I’d spent most of my career working for different organisations of different shapes, sizes and maturity levels. I’d worked with very smart product teams; I worried that in consultancy world, I’d be doing a cut-down version of the role I was used to – confined to delivery capability or constrained by ‘the client’.

    See publication

  • SMEs: Smallish Misunderstood Enterprises

    Adaptive Lab

    With the consumer market becoming ever more competitive we’ve noticed an
    increasing number of companies focusing on the SME segment as a new growth
    opportunity. A highly valuable sector, it remains woefully underserved. Most
    service providers (banks, telcos, utilities) approach this customer group as a
    homogenous community, in spite of their size, diversity, and ambitions for growth.

    See publication

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