In a market where the pressure for effective innovation and fast results is constant, this approach stands out as a competitive advantage for leaders looking to transform their organizations with agility and data-driven intelligence. 

Globally, the Artificial Intelligence market is expected to surpass USD 244 billion by the end of 2025. Despite the enthusiasm, many organizations still face technical, cultural, and regulatory barriers to innovating with speed and security. This is precisely where the AI-accelerated MVP emerges as a way to test, learn, and scale solutions with lower risk and higher return. 

In this guide, you’ll learn how AI can drive the development of robust, value-driven MVPs, enabling faster and more effective experimentation. 

What are AI-accelerated MVPs? 

An AI-accelerated MVP is a Minimum Viable Product developed with the support of Artificial Intelligence tools to reduce delivery time, increase efficiency, and enable faster, data-driven decision-making. In this model, AI acts as an enabler throughout the development process. 

Real case: AI-accelerated MVP 

As a practical example, one of SoftDesign’s clients needed to create an Internet Banking platform. However, they wanted a fast MVP to test demand from the market and partners for this new channel, before making significant investments. 

To meet this demand, we used Vibe Coding, AI Assistants, and low-code tools to create a rapid MVP. In just 2 weeks, the entire interface was ready and could be tested with real users. 

Within 8 weeks, backend integration was completed, and a functional version was ready for use, including account management, PIX payments, transfers, billing, and credit card features. 

This acceleration shows how AI can significantly speed up development without compromising product quality or strategic vision, while generating fast learning cycles for better business decisions. 

Why invest in an AI-accelerated MVP? 

For executives and leaders of large organizations, an AI-accelerated MVP offers a concrete and effective way to innovate with speed, focus, and lower risk. Instead of launching massive digital transformation initiatives that require high investment and long timelines, this approach allows companies to test business hypotheses in short cycles, using real data to learn, adjust, and continuously evolve. 

The direct result? Significant reduction in time to market, validation with real users from the earliest versions, and early value capture for the business. 

The role of AI in the SDLC 

In practice, the AI-accelerated MVP is part of our Software Development Life Cycle (SDLC), which incorporates multiple AI-supported fronts: 

• AI-augmented development: using intelligent agents like GitHub Copilot to speed up coding and code review. 
• AI-augmented modernization: applying AI to update legacy systems with greater efficiency and security. 
• Rapid prototyping: building interactive prototypes with AI-assisted tools, reducing stakeholder iteration time. 
• AI-accelerated MVP: delivering Minimum Viable Products with frameworks and tools powered by AI, such as Vibe Coding, which optimizes the creation of the product’s first functional version. 

At SoftDesign, we integrate AI into a mature development process with consolidated practices of discovery, validation, and delivery. This ensures acceleration without compromising product quality. 

Steps to validate an AI-accelerated MVP 

Time, cost, and efficiency gains 

Here’s how AI directly optimizes time, cost, and efficiency in MVP development: 

• Development assistants: Tools like GitHub Copilot automate repetitive coding tasks, increase quality with auto-reviews and unit tests, and boost productivity by up to 55%. 
• AI-powered UX and prototyping: AI accelerates wireframe design, navigation flows, and usability testing, allowing ideas to be validated in hours. 
• Automated testing and validation: AI can simulate user behaviors, accelerate test execution by 4x, and deliver real-time insights. At SoftDesign, our testing accelerator has made API test creation 70% faster. 
• Low-code/no-code platforms with AI: Enable MVP prototyping and delivery in a fraction of the time, without sacrificing functionality. 
• Observability and AI-driven performance: Monitor MVP usage in real time and make resource-efficient adjustments. 

ROI, validation, and scalability 

Measuring the success of an AI-accelerated MVP goes beyond technical analysis. Business metrics such as engagement, user satisfaction, retention, and, most importantly, ROI must be prioritized. AI enables organizations to track these indicators from the very first cycles, ensuring scalable growth. 

Scalability requires preparing the MVP to operate in production environments, integrate with legacy systems, and align with key organizational processes. It should transform into a sustainable, adaptable, value-generating asset. 

To achieve this, organizations must invest in: 

• AI governance and ethics; 
• Data infrastructure and quality; 
• Workforce training; 
• Continuous experimentation. 

With 27 years of experience in software development and mature engineering practices, SoftDesign delivers solutions that combine cutting-edge technology with a strong focus on results. 

AI-accelerated MVP as a catalyst for effective innovation 

For organizations seeking to innovate with agility, intelligence, and responsibility, the AI-accelerated MVP is a powerful catalyst. By combining structured experimentation with AI-powered tools, companies can reduce risks, shorten delivery time, and create business value from the earliest market interactions. 

At SoftDesign, we apply this approach strategically and practically, validating ideas in short cycles with continuous interaction between teams, users, and real data. The results speak for themselves: our clients have achieved up to 3x revenue and user base growth, along with up to 90% reduction in operational effort. 

If your organization is ready to accelerate its AI-driven innovation journey, connect with our team. Fill out the form and discover how to innovate securely, efficiently, and sustainably. 

FAQs: AI-accelerated MVP 

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For Ash Maurya, author of the book Running Lean: Iterate from Plan A to a Plan That Works, before investing months or years of effort into creating a product, the first step should be to validate whether developing it really makes sense. That is, if the proposed solution to solve the problem meets the expectations of the stakeholders – in this case, customers and users. To achieve this, it is essential to raise questions about what the problem is.

Unraveling the Concept

The first objective of the validation phase of a digital solution is to achieve Problem Solution Fit. Product experimentation and the observation of metrics are key factors supporting this journey, as they can prove that the product hypothesis solves a relevant problem for a certain group of people. By reaching this point, it becomes easier to meet potential users, and analyze whether the digital product is technically and economically viable.

In the book “The Startup Owner’s Manual: The Step-By-Step Guide for Building a Great Company“, Steve Blank and Bob Dorf point out that the customer discovery process helps in finding Problem-Solution Fit. This is why questions like: “Did we find a problem that many people want to be solved?” and “Does our solution convincingly solve this problem?” are so important. They help determine whether the value proposition matches the target audience that the digital solution plans to reach.

For the authors, “Problem Solution Fit is only achieved when the revenue model, prices, and acquisition efforts match the needs of customers”. To achieve this, it is necessary to validate hypotheses through interviews, surveys, and tests with prototypes, among others.

It is important to emphasize that many of these strategies can be tested even before the development of a Minimum Viable Product (MVP). Remember that your main mission is to find out if the specific solution is capable of solving a problem to such an extent that the customer will be convinced that he will have to pay for it.

A Challenge for Startups and Companies

As we mentioned, one of the main uncertainties of a startup is validating the real existence of an opportunity, and whether the proposed solution is applicable to the identified problem. However, it is important to emphasize that internal systems of medium and large companies also need to achieve Problem Solution Fit.

Often, a person in a management position proposes a digital solution based on the belief that it will make work easier or increase profits. Developing this, without conducting research with internal users, or working on a validation step, can result in spending time and money. Remember: customers and users don’t behave according to your business plan.

Problem Solution Fit X Product-Market Fit

The second objective of the validation phase of a digital solution is to find Product-Market Fit. After proving that the solution actually solves a real problem, we need to validate its acceptance and performance in the market.​ For this, it is necessary to have the Business Model defined and part of the MVP built, to collect feedback from the first users.

That is, Problem Solution Fit precedes Product-Market Fit and proposes to analyze and understand a problem that can affect the positioning and differentiators of a product in the market. Product-Market Fit is the process of finding a group of customers and a market that reacts positively to your product.

Problem-Solution Fit Canvas

Created by Daria Nepriakhina, the Problem-Solution Fit Canvas is based on Lean Startup principles. Its purpose is to help entrepreneurs, marketers, and innovation leaders to identify behavioral patterns. “This model helps to find solutions with greater chances of future adoption, in addition to reducing the time spent on tests”, Daria highlights.

The Problem Solution Fit Canvas is a tool that transforms a problem into a solution, taking into account the customer’s behavior and the surrounding context. According to Daria, with this model it is possible to analyze problem-solving in-depth, thus increasing the chances of finding Problem-Solution Fit and Product-Market Fit.

The structure of the canvas consists of four pillars:

• Customer State Fit: ensure that you understand who your target audience is, what their limitations are, and what solutions are already available in the market.
• Problem-Behavior Fit: helps filter information and identify the most urgent and frequent problems, understanding the reasons behind them. This is the right time to ask yourself: is this behavior a problem worth solving?
• Communication-Channel Fit: this helps improve your communication through more emotional messages that resonate with customers in the right channels.
• Solution Guess: translates and validates all collected data, solving a real problem by identifying a standard behavior among the target audience.

Solutions to Your Problems

Finding the Problem Solution Fit may not be an easy task. At SoftDesign, the Product Conception service helps in defining the target audience, the value proposition, and the strategic planning of new products.

While in the Product Experimentation service, our multidisciplinary team works on the development of MVPs, which allow for testing hypotheses and validating business ideas. Thus, you reduce risks and save financial resources before going into the development stage.

Need help finding solutions and creating products that meet user needs? Fill out the form below and chat with our team of experts.

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Creating an inferior product is also a strategy

Blue Ocean and Red Ocean

• Using data to create your digital business (data-driven);
• Finding a gap in the market, looking for overlooked profiles and public needs;
• Considering the functional and emotional motivations of your audience;
• Presenting differentiation and low cost at the same time;
• Maximizing opportunities and minimizing risks by experimenting and validating your business ideas as early as possible.

The Secret is in the Product Positioning

• What is it you’re offering, in detail?
• Who are you specifically offering it to? Who will buy it and who will use it? and
• How is it different from competitors?

Defining the product positioning in a Blue Ocean strategy

What if my product positioning is inside the red ocean?

How we help with your product positioning

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In order to bring some perspectives, we will share some insights about time-to-market in this article. It is important to emphasize that consolidating concepts is not the main objective of this content since the topic raises discussions. What we present below are contributions that help us to reflect on the ideas that permeate this debate.

Exploring Concepts

Time-to-market is much more than a buzzword headlining the universe of startups and digital businesses. In its most consolidated meaning, the expression represents the time span between the conception of the product and its launch on the market. This time is relative and varies from industry to industry, that is, the success of the strategy depends on a number of factors related to the business.

TTM can also be interpreted as the time between the start of the team’s work and the first sale. With this in mind, it is essential to consider that some product and service development strategies depend on time to achieve a competitive advantage. In these specific cases, the longer we take to launch, the less market share, revenue, and competitiveness we will have.

Launch time doesn’t always have to be as fast as possible. In this race to enter the market first, it is essential not to lose sight of the quality standard, that is, the reduction of time-to-market should not be pursued at any cost. Seeking competitive advantage through quick feedback collections is the best way to improve the product with agility and excellence.

Furthermore, by optimizing Software Development and product marketing processes, we reduced launch time. As a result, we gained more market share, as well as customer and user loyalty. Remember, being the first to explore the blue ocean may result in a higher profit margin than the competition.

How to measure time-to-market?

According to John Carter, author of Innovate Products Faster: Graphical Tools for Accelerating Product Development, the first step is to know what you are measuring and why. It is possible to measure the period (months or years) it takes to bring a concept to market, or the working hours of the people involved in the project, for example. In some cases, companies start timing when the team and budget are approved. However, in other situations timing starts weeks later. Therefore, it is essential to define when the project starts and ends.

Carter recommends two-time measurements:

• The “clock is triggered” when the team is available and there is an initial definition (and the main risks are taken out),
• The “clock is stopped” when an MVP or the first version of the product is sold (or adopted), usually after the product is launched.

However, for the specialist, comparing TTM between teams or organizations requires some care. “The biggest factors that can influence time-to-market are the scope of the project, how much risk it contains, and how much innovation is needed to differentiate the product from the competition. Time-to-market comparisons are not accurate unless you understand when the timer starts and stops, and you understand the risk profile between the two projects.”

In the article The Return Map: Tracking Product Teams, Charles H. House and Raymond L. Price point out that a study carried out by McKinsey reports that, on average, companies lose 33% of their profit when they launch products six months late, compared with 3.5% losses when they spend more than 50% on product development. “Increasingly, companies are learning that the time required to develop a product has more influence on its success than its costs”, they point out.

Time: a 21st-century luxury

We are often surprised by amazing and revolutionary products, but which are often made available to the market at the wrong time. For this reason, a significant portion of startups dies within the first year. An early launch can result in problems that are difficult to overcome, such as a poor product or poor service quality. However, launching too late can create a disadvantage that is difficult to reverse.

Time-to-market is important because a delay in launch fragments the market you intend to sell your product or service. This affects the company’s profitability and decreases market share, undermining the cost structure. The first to market a completely new product guarantees a good percentage of market share.

How to do it faster and better?

As we have seen, in the world of digital products and services, time really means money. So, if you need help validating a business idea, contact us! Through Product Conception, we help you explore options, better understand users, identify features and define technologies. Our strategy consists of prioritizing items and planning releases that allow for the intelligent use of investments, improving time-to-market.

Our team works through a multidisciplinary method that encompasses knowledge and techniques from various subjects: Design Thinking, User Research, UX Design, Prioritization, Product Marketing and Launch. Let’s talk about how our method can help you build your digital products or services?

Contact us by filling out the form below!

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For Marc Andreessen, entrepreneur and investor known for the popularization of the term, Product-Market Fit means finding a good market and developing a product capable of satisfying it. Sounds simple, right? The truth is that convincing the target customer of a digital product to buy it, use it and share it – on a scale sufficient to ensure business growth and profitability – is no easy task.

Therefore, in this article, we will share some tips to achieve the Product-Market Fit, in addition to highlighting important details so that you can assess whether it has really been achieved. Let’s go!

Exploring the Concept

In the book Four Steps to Epiphany, Steve Blank defines Product-Market Fit as the process in which you find a group of customers and a market that react positively to your product: you solve a problem and you get paid for it. According to the entrepreneur, you need to find “the perfect fit” between product and consumers; either creating the product and then reaching out to consumers, or finding the consumers and then developing the product.

Dan Olsen contributes to this vision through his Product-Market Fit Pyramid. According to Product Management, the base of the pyramid is the target customer, and just above are their underserved needs. These two layers form the market. The top three layers relate to the product, respectively being value proposition – what target customer needs you will meet and how will you do it differently from your competitors; The feature set – which features your product will have; and the user experience – how the target customer will interact with your product.

Source: https://www.mindtheproduct.com/the-playbook-for-achieving-product-market-fit/

In this model, the product-market fit relates to how much the assumptions and decisions of the three upper layers resonate with the two lower layers. Therefore, the five layers must be solid and well-defined.

The two definitions above indicate that the Product-Market Fit is directly related to the hypothesis validation. In this sense, we cannot forget to approach the MVP idea, presented by entrepreneur Eric Ries in the book The Lean Startup. The Minimum Viable Product is the first version of a hypothesis for a new product, which after being released to the market, will be developed to reach the desired state, or will be abandoned if users do not use it – or consider it useless.

Consumers become Sellers

With a broader view, we have the definition of Aaron Walter, author of the book Principles of Product Design. For the Product Lead, Product-Market Fit refers to the sharing of the product among users. This means their experience is so good that they recommend the product to others. In Walter’s words, “suddenly your customers become your salespeople.”

This idea corroborates Andreessen’s belief that to invest in any business, proof of Product-Market Fit is required. Therefore, he divides the life cycle of startups in before product-market fit (BPMF) and after product-market fit (APMF). According to the entrepreneur, developing a product without first determining that it has enough market to sustain itself and generate profit is counterproductive.

Who is responsible for the Product-Market Fit?

It is important to point out that the duty to achieve the adjustment of the product to the market is not only of Product Managers and Product Marketing Managers: the entire team involved with the product must share this commitment, from developers, testers, and designers up to salespeople.

This means that everyone should be aware of their role and how challenging this journey can be. After all, achieving Product-Market Fit is not about constant, linear growth, but about analyzing evidence, whether positive or negative, to make decisions.

According to the entrepreneur Ryan Holiday “Product-Market Fit is not a mythical status that happens accidentally. Companies work for this; they crawl towards it and are ready to throw away weeks or months of work because the evidence supports this decision.”

How to achieve Product-Market Fit?

Of course, there is no magic formula for achieving product-market fit, but Olsen, in the book The Lean Product Playbook, offers a high-level path that can indicate the main steps:

• Determine your target customer: Who do you believe your product’s users are? Conduct market research, publish forms and conduct interviews with potential users to delimit it.
• Identify your needs: What are the pains of its users that are still not addressed; or that are underserved by other businesses? An exercise that can help in this step is the creation of an Empathy Map;
• Define your value proposition: How will your product meet the needs of your users better than the alternatives already on the market?
• Specify the MVP feature set: What are the essential features that your product must have to meet the needs of users?
• Develop the MVP: What do you need to create to test your idea with your target customer? Remember that the MVP must be simple and doable.
• Test the MVP with customers: publish your product in search of feedback. Implement improvements and repeat testing.

To carry out the last four steps, it is a good idea to rely on the Business Model Canvas and on Alex Osterwalder’s latest framework, Testing Business Ideas. Through them, it is possible to identify and test business models in order to define the value proposition, customer segment, relationship, and channel of a digital product.

Such tests can be performed with No-Code and Low-Code MVPs, which reduces development time and minimizes risk. Through these methods, it is possible to discover whether the direction we envision makes sense (Discovery) and validate whether the chosen product paths have evidence of success (Validation).

How do you know if Product-Market Fit has been achieved?

We have already written about product metrics here on the blog. Frameworks such as KPIs, OKRs, NSM, Pirate Metrics, and Sales Funnel are some options that can be used to track digital product data and evaluate its performance.

But what data are these? Key metrics for new products are CAC, LTV, CTR, CVR, and CR. They indicate how much you are investing to acquire each customer; what the lifetime value of each user is; what the click-through rate, the conversion rate, and the abandonment rate of your digital product are.

With such data in hand, and applying user surveys, try to answer the following questions:

• Are there any indications that users will adopt your product over others?
• Do users demonstrate understanding of your product’s differentiators or value proposition?
• Are users who have rejected similar products on the market willing to try yours?
• When testing the product, can people accurately compare it to the right competitive offerings?
• Do users recommend your product to others?
• Would they care if your product left the market?

These questions will indicate whether your team is on the right path in pursuit of the Product-Market Fit. Making small changes on an ongoing basis, as you gather feedback, makes customers begin to understand the value of your product and begin to share their positive experiences with other users.

Need help achieving the Product-Market Fit?

At SoftDesign, we work with the Conception and Experimentation of new digital products. The Production Conception service allows you to elaborate the idea of the product or service, define your target customer and your value proposition, and plan strategically. The Experimentation service, on the other hand, allows a No-Code or Low-Code MVP to be developed to test hypotheses and adapt the product to the market. With the success of these steps, moving towards Development becomes safer and more economical.

To understand better, fill in the form below so we can talk to you about your needs:

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Since then, the concept has evolved and has been the subject of many discussions among technology enthusiasts. After all, does the minimum version of a digital product necessarily need to have code? If you can test a business model with a No-Code initiative, is that a Minimum Viable Product? Can MVPs be used by any business?

In order to clarify this debate, in this article, we will share some currents of thought on the subject. It is important to emphasize, however, that there is no presumption of closing this debate here, nor of consolidating concepts; but rather to contribute to the area by bringing different perspectives.

The minimum version of a new digital product

Frank Robinson was the creator of the term Minimum Viable Product (2001), defining it as a unique product that maximizes the return on risk, both for the customer and for the supplier. To the CEO of SyncDev (formalized and streamlined process for the development of new products, markets and businesses) the MVP solves a series of problems in the first launch of a digital product, as it ensures that it has the necessary resources – and only these resources – to go to the market to be tested by its first users.

It’s the idea that a product that is too small or too large is problematic. In the first case, imagine a system for delivering test results to people, without a user identification (login) functionality, for example. In the second, think of a transportation app where, in addition to requesting a car to travel a certain route, you can also choose the song that will be playing on that car’s radio.

A product with many features reduces the return on investment and increases risk. In addition to taking a long time to be ready, once launched, it can generate rework, need for corrections, increase in staff, complexity, etc. All of this, obviously, generates higher costs and dissatisfaction, both for the team and for the customers.

In this first definition of a MVP, we can deduce that the concept refers to a digital product with some level of code, which has already been partially developed to go to the market. It represents a change in mindset, in which it is no longer appropriate to build a complete product and then launch it on the market; but rather develop a minimal version to test the idea and its first features.

The MVP is the product with the highest Return on Investment (ROI), and the lowest risk or effort. Source: http://www.syncdev.com/

Delivering Value and Testing Hypotheses

Now imagine the following: you have a restaurant and, due to the Covid-19 pandemic, you had the idea of creating an application that works as an online menu. Through it, people can see the meals you offer and place orders at the tables using their own cell phone, thus avoiding contact with waiters or physical menus. This same app can be used for delivery orders and therefore you concentrate all your services on a single platform.

However, will people enjoy ordering through the app? Or do they prefer to talk to a waiter with questions about their meals? Wouldn’t it be more fitting to collaborate with an app like iFood or Uber Eats, rather than having your own delivery platform?

Before investing in application development, it is advisable to test your product idea (your hypothesis) with a No-Code initiative: on the restaurant tables, you can provide a QR Code informing customers that they will be able to find the menu online. This QR Code is connected to a landing page that collects orders through a form. At the tables, you can also have a button available if the customer prefers to be served by a person.

For a few months, you then analyze the data generated by this test. How many people placed the order through the landing page? How many preferred to be serviced by a waiter? Which of the two options generated more sales? Which one generated the most profit?

In the concept where the Minimum Viable Product is the minimum thing you can build that delivers value to the user and captures value for decision-making, the example we saw above can be considered an MVP, even without the development of the software itself. It is the first version of a hypothetical new product that, after entering the market, will be developed to reach the desired state, or will be abandoned if users do not use it – or consider it useless. According to Eric Ries, in the book The Lean Startup, “when considering the construction of your Minimum Viable Product, remove any resource, process or effort that does not directly contribute to the learning you seek”.

A wheel has no value to the customer. A skateboard is not a car, but it has value as it serves as a means of transportation. Source: https://www.interaction-design.org/

A wheel has no value to the customer. A skateboard is not a car, but it has value as it serves as a means of transportation. Source: https://www.interaction-design.org/

While for the original author of the term MVP, Frank Robinson, the idea was to maximize Return on Investment (ROI), for Eric Ries the important thing is to maximize learning. This second vision was responsible for opening possibilities for lighter experiments such as landing pages, concierges, etc.

A minimum and qualified product

What if you understand that your user does not want the minimum, but the highest quality possible? Critics of the Minimum Viable Product claim that launching an incomplete product can hurt a company or brand, generating negative feedback and a feeling of neglect on the part of users. There are also those who say that with the MVP in the market, competitors may copy and imitate the new product and be more agile in development.

First, there is a problem with understanding when we contrast MVP with quality. The idea of a minimum product does not mean a bad product. Just think of large companies that use this concept, such as Google, Apple, Facebook, and Netflix. If we think about the latter, we can remember that its first version as a streaming service offered a reduced number of movies and series; and, with the learning achieved with the first users, the catalog gained new titles, responding to customers’ consumption habits. After all, including hundreds of horror movies at the beginning, for example, would only be a waste of money if consumers liked comedy best, right?

Secondly, the fear of imitation is unfounded in today’s market. Firstly, because, yes, if you create an innovative digital product and provoke a disruption in the market, your days without competitors are numbered. Other companies will create similar products and compete with you for consumers – soon the ocean will no longer be blue. However, if you launch an MVP and, based on the lessons learned, generate new, more suitable versions that gradually deliver more value to your user, you will definitely be ahead. Whoever delivers a complete product to the market, will take more time, spend more money, and may fail with less or more features than ideal.

In this sense, at SoftDesign we believe that for the creation of any digital product, for a startup or consolidated company, be it an application, system, or platform, the MVP is the best option. We use agile methods to support this concept, running a first Discovery Cycle prior to development – Product Conception – and running it continuously throughout Development, while the Delivery Cycles are executed. This way, we test hypotheses, gather feedback, analyze data and implement improvements.

It is only a Minimum Viable Product if…

In its first development release, be it Low-Code or No-Code, the essential is for the MVP to be a mechanism that meets a series of objectives:

• Be able to test the hypothesis of a product with minimal resources;
• Introduce the product to the first users (early adopters) as quickly as possible;
• Reduce waste with product development or features that are not desired by the market;
• Generate fast learning.

In addition, it is important to remember that the MVP must have three fundamental characteristics:

• Value enough that people are willing to use it or buy it;
• Demonstrate future benefits to retain first users;
• Provide feedback to guide future development and improvement.

Need help developing your MVP? Fill in the form below, we will contact you!

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