Mvp Quotes

The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.

Identity: smack-dab in the middle...Neither omnipotent nor impotent. Neither God's MVP nor God's mistake.

He [Ted Williams] was only a 23-year-old kid when he batted .406 in 1941, but then the season ended and our country came under attack at Pearl Harbor—and by 1943 he was a Marine fighter pilot serving overseas who cheated death on several documented occasions. He came back in 1946, and he won his first career MVP after hitting 38 home runs.

In Silicon Valley, start-ups don’t launch with polished, finished businesses. Instead, they release their “Minimum Viable Product” (MVP)—the most basic version of their core idea with only one or two essential features. The point is to immediately see how customers respond. And, if that response is poor, to be able to fail cheaply and quickly.

Perfectionism is a disease. Procrastination is a disease. ACTION is the cure.

[George] Foster lacks the name recognition outside of Cincinnati that other members of the Big Red machine maintain, but that doesn’t diminish his contributions to the club—he followed his MVP campaign with three more seasons of 20-plus home runs and 90-plus RBIs, never mind the fact he batted .326 during three trips to the World Series. And just like Rose and Morgan and Bench during their MVP seasons, Foster can say, if only for that one summer, he was the best in the game.

World Series MVP is a unique individual honor because with one exception—Bobby Richardson won 1960 World Series MVP honors for the Yankees, but the Pittsburgh Pirates won the Series that year—by virtue of winning the award you guarantee your teammates have won a ring.

Big Papi placed among the top five in Most Valuable Player balloting during his first five seasons with the Red Sox. His best finish in that span was second place in 2005, just losing out to Alex Rodriguez of the New York Yankees. It was A-Rod, however, who suggested he’d gladly trade his hardware for the ring Ortiz won in 2004. A-Rod got the hardware for MVP again in 2007, but it was Ortiz who got another ring.

It’s widely noted that among players currently eligible for the Hall of Fame, Maris and Murphy are the only two-time MVP recipients not enshrined at Cooperstown. In a previous book I argued Maris should be in the Hall of Fame—here I’d simply point out that during his prime, Murphy was the best player in the game. You can argue that his prime didn’t last long enough or that his career numbers aren’t strong enough, but then he didn’t cheat either.

I have missed more than 9,000 shots in my career. I have lost almost 300 games. On 26 occasions I have been entrusted to take the game-winning shot and missed. And I have failed over and over and over again in my life. And that is why I succeed. —Michael Jordan, six-time NBA champion with the Chicago Bulls, five-time MVP

common MVP mistake is over-emphasizing the “minimum” and under-emphasizing the “viable.

The MVP has just those features considered sufficient for it to be of value to customers and allow for it to be shipped or sold to early adopters. Customer feedback will inform future development of the product.

So while it is great to celebrate on a day dedicated to moms, I urge each of you, to ALWAYS be good to the woman who is so good to you. Honor your mothers EVERY DAY by letting her know she is the real MVP in your life.

The Lean Product Process consists of six steps: Determine your target customers Identify underserved customer needs Define your value proposition Specify your minimum viable product (MVP) feature set Create your MVP prototype Test your MVP with customers

Bing’s gotten much better since then, and is now as good as or better than Google on most queries, but that MVP hangover has stuck with the brand for years and, in my opinion, continues to dampen the prospects of what should be a very decent option for web searchers.

O’Neal bit his tongue and said little. Years later, however, he admitted that the anger was real. “Do I hold a grudge about that? Yeah—I do,” he said. “Some fucking dickhead kept me from being the first unanimous MVP. Some asshole who doesn’t know shit gives his vote to Iverson and fucks up history. I never forgot that.

You want to be proud for having come that far, but coming far doesn’t get you farther.

Silicon Valley is famous for mantras like “move fast and break things” and implementing them through strategies like “minimum viable product” (MVP). These types of agile strategies can only work if you have the option to quit. You can’t put out an MVP unless you have the ability to pull it back. The whole point is to get information quickly, so you can quit the stuff that isn’t working and stick with the things that are worthwhile or develop new things that might work even better.

Visionaries are especially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

Little things were made to be a big deal: at one point center Thon Maker didn’t have an iPhone, messing up the team’s blue-bubble iPhone group chat. Kidd was upset about it and made the team run because Kidd felt that Maker not getting an iPhone was an example of the team not being united.

A minimum viable product (MVP) helps entrepreneurs start the process of learning as quickly as possible. 3 It is not necessarily the smallest product imaginable, though; it is simply the fastest way to get through the Build-Measure-Learn feedback loop with the minimum amount of effort. Contrary to traditional product development, which usually involves a long, thoughtful incubation period and strives for product perfection, the goal of the MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.

too. -In the Jets Super Bowl III win over the Colts, Matt Snell would put together the first 100 yard rushing game in Super Bowl history when he carried the ball 30 times for 121 yards and a touchdown. -Singer Aaron Neville was the first person to sing the national anthem at two different Super Bowls. He first did it at Super Bowl XXIV in New Orleans and then did it again at Super Bowl XL in Detroit. -Quarterback Joe Namath won the MVP Award of Super Bowl III without even throwing a touchdown pass. -At one point in Super Bowl XLI the Colts called eight straight rushing plays and all of them were hand offs to running back Dominic Rhodes. --Cowboys running back Duane Thomas was the

Our story wasn’t beautiful. It was filled with obliterating pain. But the thing with life is this: pain doesn’t last forever. There will always be a gentle breeze to soothe away the sting, and you may just find that you’re a little bit stronger than before, a little braver, and a lot more willing to live life as it should be lived. Fearlessly.

Rewriting the baseball record book must be very fulfilling. Or maybe not. Yankees outfielder Roger Maris knew firsthand the fickle nature of success. After an MVP season in 1960—when he hit 39 homers and drove in a league-high 112 runs—Maris began a historic assault on one of baseball’s most imposing records: Babe Ruth’s single-season home run mark of 60. In the thirty-three seasons since the Bambino had set the standard, only a handful of players had come close when Jimmie Foxx in 1932 and Hank Greenberg in 1938 each hit 58. Hack Wilson, in 1930, slammed 56. But in 1961, Maris—playing in “The House That Ruth Built”—launched 61 home runs to surpass baseball’s most legendary slugger. Surprisingly, the achievement angered fans who seemed to feel Maris lacked the appropriate credentials to unseat Ruth. Some record books reminded readers that the native Minnesotan had accomplished his feat in a season eight games longer than Ruth’s. Major League Baseball, due to expansion, changed the traditional 154-game season to 162 games with the 1961 season. Of the new home run record, Maris said, “All it ever brought me was trouble.” Human achievements can be that way. Apart from God, the things we most desire can become empty and unfulfilling—even frustrating—as the writer of Ecclesiastes noted. “Whoever loves money never has enough; whoever loves wealth is never satisfied with their income,” he wrote (5:10). “Everyone’s toil is for their mouth,” he added, “yet their appetite is never satisfied” (6:7). But the Bible also shows where real satisfaction is found, in what Ecclesiastes calls “the conclusion of the matter.” Fulfillment comes to those who “fear God and keep his commandments” (12:13).

Rather than asking customers explicitly about feature X, Y or Z, one approach to defining the MVP is to ask, “What is the smallest or least complicated problem that the customer will pay us to solve?” This approach runs counter to the typical cry for more features, which is often based on what the competitors have or what the last customer visited had to say. The MVP is the inverse of what most sales and marketing groups ask of their development teams.

the best way to get to Product Market Fit is by starting with an “MVP” and improving it based on feedback—as opposed to what many traditional marketers do, which is to try to launch with what we think is our final product.

in order for the MVP to be considered successful, parents and kids would have to each use the application four times per week.

Four hours and forty-two minutes after Knepper began the game by striking out Wilson, the Mets swarmed the field and swallowed Orosco. Mike Scott was named NLCS MVP. New York was going to the World Series. It was time to destroy an airplane.

It didn’t matter if someone else scored more goals or had more points or was the league’s MVP; there might be many leaders on the team, but the Rocket was its spirit.

Sitting on the bench, watching, Giannis grew more upset. Finally, he decided to speak up in the second half of the game. Not in a disrespectful way but in an earnest tone. "Coach," Giannis said, reaching over to McMillan, "what about me?" McMillan was surprised. "I was focused on winning the game," McMillan says. "I had lost track of substitution." Giannis then played a bit more, but not much. After the game, Giannis told McMillan, "I'll be back." Giannis was practically seething when he told Oppenheimer what had happened. "Coach, I will never forget Nate McMillan," Giannis said. "He will pay for this." Oppenheimer laughed. "Pay for what?" "He did it on purpose. He tried to embarrass me.

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Among athletes, the unlikely source is the stathead who’s spent time in uniform, satisfying Sarason’s condition that the ideal go-between be embedded in the community, “rendering some kind of service within the schools, requiring that in some way they become part of the school.” These rare birds of baseball, fluent in front office and dipped in dugout wisdom, are “perfect conduits to get a message from high theoretical guys down to guys who are just used to grinding it out on the baseball field,” San Diego Padres manager Andy Green said in 2017. “Unless that message gets translated where a guy speaks both languages, it usually ends up falling on deaf ears. It can be the perfect game plan laid out by the front office, but if it doesn’t run through one of those conduits, it tends to, one, not be understood, or two, not be implemented at all or maybe even spurned altogether.

MVP Testing. Prototyping and prototype testing should proceed in iterative loops until a dominant design emerges. Based on test feedback, designers should reject some prototypes and refine others, producing higher-fidelity versions. Once they converge on a single, favored solution, it’s time for minimum viable product testing. An MVP is a prototype—a facsimile of the future product. What distinguishes an MVP from other prototypes is how it is tested. Rather than sitting across a table, getting verbal feedback from a reviewer, you put a prototype that seems like a real product in the hands of real customers in a real-world context. The goal is to quickly but rigorously test assumptions about the demand for your solution—and gain what Eric Ries calls “validated learning”—with as little wasted effort as possible.

the hi-fidelity MVP is exposed to many more customers, it should look and operate much more like a finished product.

The MVP should be a prototype, not a product. Building an actual product‐quality deliverable to learn, even if that deliverable has minimal functionality, leads to substantial waste of time and money, which of course is the antithesis of Lean. I find that using the more general term prototype makes this critical point clear to the product team, the company, and the prospective customers. So, in this book, I talk about different types of prototypes being used in discovery and products being produced in delivery.

When the universe throws you a curveball, just think of it as a cosmic pop quiz. It's like, "Hey, are you paying attention? Let's see how well you can juggle life's surprises!" So, instead of stressing out, channel your inner superhero and show the universe who's boss. Remember, you're not just a player in this game of life; you're the MVP, ready to tackle any challenge with style and sass. So, bring it on, universe!

Despite all this pressure—and the pressure is real, no question about that—in the face of all this pressure, look back to the Principle and distill it to this: Your highest priority is delivering value. If you’ve hit the schedule but failed to satisfy your customer, or if you’ve come in under budget but failed to satisfy your customer, or kept your team intact and focused and committed but failed to satisfy your customer, ask yourself, what have you accomplished? As Mike shared with me, for Principle 1, the focus is on value. “The ‘v’ in MVP is ‘Value.’ And this ‘V’ often gets lost as pressures to deliver increase.

I know for me, the MVP feels a little dangerous—in a good way—since I have always been such a perfectionist.

MVP doesn’t mean that we’re delivering a broken experience. The design and functionality can be high quality; we are just supporting fewer use cases.

Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

Visionaries are specially afraid of a false negative: that customers will reject a flawed MVP that is too small or too limited. […] The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plan right into the ground. Instead, they process a unique combination of perseverance and flexibility.

taught” specific sport skills that are not commensurate with their physical, cognitive, and emotional maturation levels. I have alluded to this at several places in the book. This is an alarming trend that has many long-term consequences. Certainly in most cases the young athletes have the specific sport skill and physical capabilities to excel, but what about for the long term? The early specialization can result in long-term stagnation. In reality, the ones who would have made it anyway do so because they matured early or just simply were more talented. At the other end of the spectrum there is greater incentive to compete longer because of the monetary rewards that are available in the later years of an athlete’s career. There is no simple solution to this. Intuitively we certainly know that the human cost is high. We always hear about those who made it, but what about the many who are cast by the wayside? The goal in youth sport should be to provide a good experience by teaching fundamentals and the rules, not by trying to identify the next National League MVP or Cy Young Award winner. Give them the opportunity to be kids. Play and playfulness

The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning.

Tahari Lashay Monroe- Kenneth was the real motherfucking MVP.

The president and Colson were in the middle of their conversation about Henry Kissinger when assistant Steve Bull entered the Oval Office to report that Coach Allen of the Redskins had finally arrived. Bull also informed the president of the news, just filtering in, that baseball star Roberto Clemente was on a plane that had crashed after taking off from the San Juan International Airport late the night before. “Was he killed?” Nixon asked. “They don’t have confirmation yet,” Bull replied.1 Clemente, the popular outfielder for the Pittsburgh Pirates, had boarded a rickety four-engine DC-7 plane that was overloaded with relief supplies for the victims of a massive earthquake in Nicaragua. The earthquake was believed to have resulted in the deaths of more than seven thousand people. Most of the deaths had occurred in the capital city of Managua, which had taken the brunt of the 6.2 magnitude shock at midday on Saturday, December 23.2 The city was leveled. The lumbering plane that Clemente was on nose-dived into heavy seas shortly after takeoff from San Juan. Clemente was thirty-eight years old and had been a perennial All-Star, four-time winner of the National League batting championship, defensive genius, and MVP in 1966. He led the Pirates to two world championships, one in 1960 and the other a decade later in 1971. “Mr. Clemente was the leader of Puerto Rican efforts to aid the Nicaraguan victims and was aboard the plane because he suspected that relief supplies were falling into the hands of profiteers,” the New York Times reported after his death was presumed.3 Clemente was scheduled to meet Anastasio Somoza, the military dictator of Nicaragua, at the airport, one of the very grafters he was attempting to circumvent with his personal mission. Clemente’s body was never recovered. It was a bad omen for the start of 1973.

Gibson was never comfortable with the sentimentality of hanging around. He later sold his World Series trophy and NL MVP award from the 1988 season, and also his bat, jersey, and batting helmet from the at-bat that made him a Dodger legend. And when the Dodgers decided to do a Kirk Gibson bobblehead giveaway when the Diamondbacks came to L.A. in 2012, Gibson refused to be shown on the video board and tried to hide from the camera. “I think it’s totally ridiculous,” he said at the time.

Not every Gym Rat will become MVP, but every MVP is a gym rat.

The solution to this dilemma is a commitment to iteration. You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning. Down

Martin let himself out of his seatbelt and quickly stood in the back seat, holding on to the back of my chair. I felt his cold little lips at my cheek. “Thanks for dinner, shawtie. You da real MVP, Ms. Kenny.” My

Bianca, Bianca, Bianca. The guys chanted her name over and over again like she was the real MVP Kevin Durant had talked about in his acceptance speech. They followed her to center floor like a mob of wild animals, led by Jamal, until the cheerleading coach finally escorted the stampeding rhinos off the court.

I will show you how to apply that concept to your life as a rock star, secret agent, UN sniper, or Roller Derby MVP. I am qualified to do this because I’m a mechanical engineer. That’s what we do. We take scientific concepts and make them useful.

极飞由前微软中国区 MVP 彭斌于2007年创立，总部位于中国广州，是国内最早开始研发多旋翼无人机的公司之一。目前极飞无人机与快递物流业间合作密切，此前轰动一时的淘宝无人机送货，采用的便是出自极飞的产品。顺丰也曾与极飞合作，投入 500架无人机用于物流服务。

Are you really moving that again?” he asked. “I don’t know. Do you think it looked better where it was before?” “Yeah, I do, considering there’s already holes in the wall where it was.” I narrowed my eyes. “Kidding…put it wherever it makes you happy.” “Sebastian,” I said, stomping my foot. “Ysabelle,” he mocked, stomping his foot. “You haven’t helped at all and every time I ask you for your opinion you don’t care.” He smiled. “You’re right, I don’t.” I glared at him. “Ysa, I have a dick, which means I don’t give a fuck where anything goes. Do what makes you happy.” I

Increasingly, product developers roll out what’s known as a minimum viable product (MVP).6 An MVP accomplishes the goal of the customer—it tracks your exercise, cooks your food, or monitors your blood sugar—with services and some style, to support the higher price tag it carries. Companies that ship MVPs know that they will improve them and that ideas for those improvements will be generated from the people who first use the product. As Stefan Olander, vice president and general manager of digital sport at Nike, puts it “Get going. Then get better.”7 Software development for websites and applications is undergoing a revolution, from huge complex projects and infrequent releases to the continuous, agile development cycles happening now.

Minimum means that you are focusing on how to learn with the smallest investment of time and resources. If you find yourself planning an MVP that will take months to build, it’s probably not minimum. If you can’t explain your MVP in a couple of sentences, it’s probably not minimum.

How Do You Choose Which Projects to Support? How Do You Prioritize? That’s a problem we look forward to having. We look for who’s most ready to build an MVP. Sometimes it’s very clear what a team aims to build and the issue is having time or support to do it. Those teams are perfect for us to help. On the other hand, we can usually see when someone has an idea that hasn’t really been thought through. Sometimes we recommended that they sign up for LeanStartIN, a two-day internal event where they get help designing their business model and running lean experiments that don’t involve coding. At the end of that experience, they’re usually in a much better place to know what they want to build and test. More than 100 teams have gone through it, and they’ve been successful to the tune of generating $20 million in new revenue in eight months.

Are you saying I’m MVP in your book?” “Ahh come on, Rachel, that was a total cheeseball thing to say. You’re better than that.

In chapter 1, Anil Maharjan explains on how you can extract the story behind your Facebook data. He shows by using Power Query along with Power BI you can extract your Facebook data easily and analyze your own story by using your Facebook data. This chapter helps you to learn about Power Query and Power BI and shows you how to use self-service BI based on your Facebook data.

MVP!

Damn! Now that’s how you kill a fucking nigga, no more wrap! You just blow his mufuckin brains out! Nigga you cold, I thought Truth was cold, but Juelz you the mufuckin MVP of the coldest nigga ever!” Gabe yelled out.

She will slay the girls’ weekend. She will be the MVP.

million-dollar smile. The earnest, all-American niceness of the guy. Not to mention the pure, high, spiraling arc of the thrown football as it zeros in, laser-like, on the expected position of the wide receiver. Never mind that said receiver is flat-out running for his life, dancing, dodging, leaping and spinning in a million directions just inches ahead of several thundering tons of rival linebackers. And never mind that the architect of that exquisite spiral was himself beset, nanoseconds earlier, with similar masses of murderous muscle bearing down on him as he threw. The ball hammers down precisely into the receiver’s arms as he sails across the line, and the fans go wild. TOUCHDOWN! Who could not love Tom Brady? The accomplishments, honors, and accolades go on and on: youngest quarterback ever to win three Super Bowls. Only quarterback ever to win NFL MVP by unanimous vote. As of 2013 he had been twice Super Bowl MVP, twice NFL MVP, nine times invited to the Pro Bowl, twice on the AP All-Pro First Team, five times an AFC Champion, and twice leader of the NFL in passing yards. He had also been (at least once, and in some cases multiple times) Sports Illustrated Sportsman of the Year, Sporting News Sportsman of the year, AP Male Athlete of the Year, NFL Offensive Player of the Year, AFC Offensive Player of the Year, AP NFL Comeback Player of the Year, PFWA NFL Comeback Player of the Year, and the New England Patriots’ all-time leader in passing touchdowns, passing yards, pass completion, pass attempts, and career wins. But Tom Brady didn’t get to be Tom Brady overnight. And he didn’t get there alone.

They were a tough, fiery team led by guard Allen Iverson who that year at six feet, 165 pounds, became the smallest player ever to win the MVP award. Iverson dismissed talk of a sweep, pointing to his heart and saying, “Championships are won here.

Like me, Ryan doesn’t believe that founders should start with code. “Do shitty work people love at first,” he says. As more and more infrastructure gets built by new businesses (including, perhaps, the one you’re working on now), it is getting cheaper, faster, and more accessible to build an MVP without code. What that means is that you shouldn’t wait until tomorrow to get started. The lower the barriers to entry, the more competition you will have.

The difference becomes clear when we consider the role of early customers: The job of the early customer in an MVP is to teach you about the market before you launch a product. The job of the early customer in an MVE is to provide you with sufficient evidence to attract a partner, who will then attract the next partner.

When you have confidence, you can have a lot of fun. When you have fun, you can do amazing things.” – Joe Namath, Hall of Fame Quarterback and Super Bowl III MVP

Is it reasonable for a man to average 50.4 points a game while finishing second in the MVP voting? It is not. But this is Wilt’s legacy (and it always will be).

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Innovation development, as we originally knew it, has changed fundamentally. It is increasingly a question of bringing new products and services into the market as quickly as possible. To meet changes in the market today means to realize new ideas with astonishing speed. Agile methods, such as design thinking or a focus on minimum viable products (see chapter MVP), help achieve

In Silicon Valley, start-ups don’t launch with polished, finished businesses. Instead, they release their “Minimum Viable Product” (MVP)—

The MVP model, on the other hand, embraces failure and feedback. It gets stronger by failure, dropping the features that don’t work, that customers don’t find interesting, and then focusing the developers’ limited resources on improving the features that do.

We’re really going to do this, aren’t we?” The statement was vague, but Ilya understood. “Yes. If you want to try this, I will do what I need to do.” “I will too. Anything. I want this. I want us.” Ilya brushed Shane’s hair out of his eyes. “Then I am moving to Ottawa, I think.” “And we’re starting a charity.” “And we will become friends.” “And we’ll see each other all the time. As much as possible. And spend the summers together. Here.” “Yes.” They kissed again. Ilya couldn’t believe they had solved this impossible problem. Maybe it wouldn’t go as smoothly as they imagined, but it was a plan. “And when I retire,” Ilya said, “after I have won twelve Stanley Cups and thirteen MVP awards—” “The hell you will.” “And you have been retired for, like, eight years already because you got very bad at hockey...” Shane laughed. “Okay.” “Then I will bring you to that dock out there. I will have hundreds of candles all over it...” “That sounds like a fire hazard.” “Is on the water, Hollander. Fucking relax. Will be beautiful, you will love it. The candles. The lake. The full moon.” “Oh, is it a clear night?” “Yes. Of course. And I will get on one knee—” “Ilya—” “And I will say, ‘Shane Hollander, will you please marry me so I can become Canadian citizen faster?’” Shane burst out laughing, and shoved him. “You’re such an asshole.” “And you will say yes, because you are a nice, helpful guy.” “No,” Shane said, taking his hands. “I will say yes because I will still be madly in love with you. And I’ll want to spend the rest of my life with you.” - Rachel Reid, Heated Rivalry

We’re really going to do this, aren’t we?” The statement was vague, but Ilya understood. “Yes. If you want to try this, I will do what I need to do.” “I will too. Anything. I want this. I want us.” Ilya brushed Shane’s hair out of his eyes. “Then I am moving to Ottawa, I think.” “And we’re starting a charity.” “And we will become friends.” “And we’ll see each other all the time. As much as possible. And spend the summers together. Here.” “Yes.” They kissed again. Ilya couldn’t believe they had solved this impossible problem. Maybe it wouldn’t go as smoothly as they imagined, but it was a plan. “And when I retire,” Ilya said, “after I have won twelve Stanley Cups and thirteen MVP awards—” “The hell you will.” “And you have been retired for, like, eight years already because you got very bad at hockey...” Shane laughed. “Okay.” “Then I will bring you to that dock out there. I will have hundreds of candles all over it...” “That sounds like a fire hazard.” “Is on the water, Hollander. Fucking relax. Will be beautiful, you will love it. The candles. The lake. The full moon.” “Oh, is it a clear night?” “Yes. Of course. And I will get on one knee—” “Ilya—” “And I will say, ‘Shane Hollander, will you please marry me so I can become Canadian citizen faster?’” Shane burst out laughing, and shoved him. “You’re such an asshole.” “And you will say yes, because you are a nice, helpful guy.” “No,” Shane said, taking his hands. “I will say yes because I will still be madly in love with you. And I’ll want to spend the rest of my life with you.

I know what it’s like not to have a real home. Nowhere to go if everything falls apart. Nowhere to return to if the world defeats you.

You like slow and sweet? You like it rough? Tell me what you need to get there, baby, and I’ll be your new MVP.

His physical gifts might have been what initially brought him to the NBA, but what truly got Giannis Antetokounmpo to the dance from a skinny and raw foreign player to a leading MVP contender was his hard work. After all, many different players in the past have had similar physical tools but did not have the desire to be great that Giannis has. This desire and hunger for greatness were born from the fact that he needed to work for the things that he wanted when he was still very young because of how poor he and his family were. The tools were already there but it was his hunger for greatness that ultimately allowed him to have one of the greatest work ethics the game has seen since the time of the late great Kobe Bryant.

Un MVP es la versión más simple de un producto que puede estar disponible para validar un pequeño conjunto de hipótesis sobre el negocio.

Un MVP ayuda a validar y aprender de la manera más rápida.

la idea detrás del MVP es la mejora del producto guiado y validado por los resultados iniciales.

La corrección o confirmación del curso es lo que va a guiar los siguientes incrementos. Estos incrementos son, a su vez, los MVP: nuevos productos mínimos agregados al producto mínimo ya validado que nos permitirán tomar decisiones acerca de la evolución del producto final.

In 1962, the San Francisco Giants were preparing to host the LA Dodgers for a crucial three-game series, late in the season. The Dodgers, led by master base stealer Maury Wills, were five and a half games ahead of the Giants. Before the series began, the Giants manager approached Matty Schwab, the team’s head groundskeeper, and asked if anything could be done—wink wink—to slow down Wills. “Dad and I were out at Candlestick before dawn the day the series was to begin,” said Jerry Schwab, Matty’s son, as quoted by Noel Hynd in Sports Illustrated. “We were installing a speed trap.” Hynd continues: Working by torchlight, the Schwabs dug up and removed the topsoil where Wills would take his lead off first base. Down in its place went a squishy swamp of sand, peat moss and water. Then they covered their chicanery with an inch of normal infield soil, making the 5- by 15-foot quagmire visually indistinguishable from the rest of the base path. The Dodgers were not fooled. When the team began batting practice, the players and coaches noticed the quicksand, and so did the umpire, who ordered it removed. Schwab and the grounds crew came out with wheelbarrows, shoveled up the mixture, and returned soon after with reloaded wheelbarrows. It was the same bog. They’d just mixed in some new dirt, which made it even looser. Somehow the umpires were satisfied. Then Matty Schwab ordered his son to water the infield. Generously. By the time the game started, there was basically a swamp between first and second base. (“They found two abalone under second base,” wrote an irritated Los Angeles sports columnist.) Maury Wills, en route to an MVP season, stole no bases, and neither did his teammates, and the Giants won, 11–2. Pleased, the Schwab father-son team continued to conjure more marshy conditions, and the Giants swept the Dodgers—and went on to leapfrog them to win the National League pennant. There’s something admirably mischievous about this story. I mean, it’s cheating, let’s be clear, but it’s cheeky cheating. It’s fun to think that the father-son groundskeeping team pulled one over on the National League’s MVP. The underdogs won one—they tilted the odds in favor of their home team.

in the technology industry we would call The Life of Pablo a minimum viable product. That may sound like a pejorative term, but a minimum viable product is actually incredibly important. Only after it gets something out in the market can a business gather customer feedback and use this data to iterate and improve in a continuous deployment cycle. The MVP is a defining principle of cloud software development, and Kanye applied it to his music-writing process.

An MVP is a prototype of a product with just enough features to enable validated learning about the product and its business model.

would be a fascinating character to profile. But how do you profile someone who shuns public attention? I started by cobbling together everything I could find about him online. I learned that what Bill lacked in physical strength, he made up for in heart. He was the MVP of his high school football team despite standing five feet ten and weighing 165 pounds. When the track coach was short on hurdlers, Bill volunteered. Since

These new peaks in performance aren’t just the product of better technology. They’re a manifestation of a new philosophy of human potential. Increasingly, teams and players are adopting a growth mindset that rejects long-held beliefs about innate physical talent. One of the only innate qualities may be how hard players are willing to work.

Every team now knows which players are projected to be good. But the best teams are discovering ways for players to accomplish what they aren’t projected to do.

In one way, Muncy was an obvious candidate to end the ordeal with one swing: during the regular season, he hit a home run every 11.3 at-bats, the best rate of any hitter who played at least fifty games.

minimum viable product, or MVP. The MVP is the product you are developing with just enough features, the minimum amount, to be feasibly, or viably, tested by real people.

conclusion. Every capitalist will attempt to employ a factor (or rather, the service of a factor) at the price that will be at least less than its discounted marginal value product. The marginal value product is the monetary revenue that may be attributed, or “imputed,” to one service unit of the factor. It is the “marginal” value product, because the supply of the factor is in discrete units. This MVP (marginal value product) is discounted by the social rate of time preference, i.e., by the going rate of interest. Suppose, for example, that a unit of a factor (say a day's worth of a certain acre of land or a day's worth of the effort of a certain laborer) will, imputably, produce for the firm a product one year from now that will be sold for 20 gold ounces. The MVP of this factor is 20 ounces. But this is a future good. The present value of the future good, and it is this present value that is now being purchased, will be equal to the MVP discounted by the going rate of interest. If the rate of interest is 5 percent, then the discounted MVP will be equal to 19 ounces. To the employer—the capitalist—then, the maximum amount that the factor unit is now worth is 19 ounces. The capitalist will be willing to buy this factor at any price up to 19 ounces.

Our youngest writer was Donald Glover. He had just graduated from NYU’s writing program and was still living in a dorm and working as an RA. Donald was our only African American writer at the time, but his real diversity was that he was our only “cool young person” who could tell us what the “kids were listening to these days.” Also, because he came from a large family in Georgia, he was very helpful in writing for the character Kenneth the Page. MVP joke: a scene where Jenna (Jane Krakowski) is trying to teach Kenneth (Jack McBrayer) how to brag about himself in a passive-aggressive way. JENNA Not even a “back door” brag? KENNETH What’s a “back door” brag? JENNA It’s sneaking something wonderful about yourself into everyday conversation. Like when I tell people, “It’s hard for me to watch ‘American Idol,’ because I have perfect pitch.” KENNETH Oh… ew. JENNA Now you try. KENNETH It’s hard for me to watch “American Idol” ’cause there’s a water bug on my channel changer. It’s hard for me to pinpoint what I like most about that joke. Is it that Kenneth is truly incapable of bragging? The revelation that Kenneth’s apartment is crawling with water bugs? No, I think it’s the use of the grandmotherly expression “channel changer.

Years later, Steve Blank and Eric Ries would dub this a “minimum viable product” (MVP). For LinkedIn, the MVP included a user’s professional profile, the ability to connect to other users, a search function to find other users, and a mechanism for sending messages to friends.

You have to commit to a locked-in agreement—ahead of time—that no matter what comes of testing the MVP, you will not give up hope. Successful entrepreneurs do not give up at the first sign of trouble, nor do they persevere the plane right into the ground. Instead, they possess a unique combination of perseverance and flexibility. The MVP is just the first step on a journey of learning. Down that road—after many iterations—you may learn that some element of your product or strategy is flawed and decide it is time to make a change, which I call a pivot, to a different method for achieving your vision.

Oyelabs specializes in product solutions & development. We specialized in Idea prototyping, MVP development, customer software solutions. We put a strong focus on the needs of your business to figure out solutions that best fit your goal and get it done. We have expertise in Blockchain, IoT, Machine Learning/ Artificial Intelligence, Mobile Apps, and Web Apps.

In recent years, Eric Ries famously adapted Lean to solve the wicked problem of software startups: what if we build something nobody wants?[ 41] He advocates use of a minimum viable product (“ MVP”) as the hub of a Build-Measure-Learn loop that allows for the least expensive experiment. By selling an early version of a product or feature, we can get feedback from customers, not just about how it’s designed, but about what the market actually wants. Lean helps us find the goal. Figure 1-7. The Lean Model. Agile is a similar mindset that arose in response to frustration with the waterfall model in software development. Agilistas argue that while Big Design Up Front may be required in the contexts of manufacturing and construction where it’s costly if not impossible to make changes during or after execution, it makes no sense for software. Since requirements often change and code can be edited, the Agile Manifesto endorses flexibility. Individuals and interactions over processes and tools. Working software over comprehensive documentation. Customer collaboration over contract negotiation. Responding to change over following a plan.

The MVP should be a prototype, not a product.

Many teams get into a lot of grief with the concept of a minimum viable product (MVP) because on the one hand we are very motivated to get this out in front of customers fast to get feedback and learn. And, on the other hand, when we do get out there fast, people feel like this so‐called product is an embarrassment to the brand and the company. How could we possibly consider launching this?

The Athletic Pitcher by Ron Wolforth.

We need to accept imperfection. Good may be the enemy of the great but perfect is the enemy of getting stuff done. There is a vulnerability in many environments if you are to share things that are not quite perfect or perfectly thought through. The idea of presenting a new product without showing reams of research to show that it definitely will work is contrary to how most people think. The idea of not having an answer to every question that could be asked is scary, as is dreaming a little bigger or differently to others. Most companies feel like they need people who are professionals who can defend everything, who have thought through every single scenario. We need people to embrace messiness, to accept that real progress comes from things that are never done perfectly the first time. Young companies talk about the idea of a minimal viable product (MVP) which are ideas developed enough to see if there is something worth exploring further. Today we have processes like rapid prototyping or design sprints, or other ways to conceive, develop and test proposals far, far faster than a culture of perfection would ever allow. Arguably, the innovation process in China is by nature faster and bolder thanks to its spirit of chabuduo which means ‘it’ll do’ and meibanfa, aka ‘can’t be helped’. On the one hand it means things are never done perfectly, but on the other it allows rapid progress. Unlike in the West, people don’t freak out if something doesn’t work perfectly. China has a higher acceptance of imperfection, and that’s reassuring if you are trying things that may totally mess up!

four types of content that work. They are: Content that validates—case studies, references, social media sharing Content that educates—customer communities and user forums Content that rewards dedication—MVP programs, referrals, speaking engagements for customer advocates Content that inspires—customer advisory boards, co-creation, and other forms of collaboration

Contrary to traditional product development, which usually involves a long, thoughtful incubation period and strives for product perfection, the goal of the MVP is to begin the process of learning, not end it. Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.