Engaging a CPO as Early as Possible: Why This is Founder’s New Hack?
When I think about startups in their early days, tasked with one critical goal—to create a Minimum Viable Product (MVP)— I often wonder why startups assume they need only a visionary founder and a CTO. It might seem logical: the founder provides the vision, and the CTO leads a team to lay the technical foundation. This approach may suffice if the startup is simply replicating another successful business model. In theory, that’s enough to create an MVP, right? However, real-world experience and the challenges faced by many startups tell a different story.
The term MVP—“Minimal Viable Product”—sounds straightforward. It’s minimal; how hard can it be? Statistics show that 91.3% of businesses have launched a product using the MVP approach, yet, the reality is far more complex and discovering these challenges too late can be detrimental to founders' progress. Some startups get stuck in the MVP stage for years, unable to progress. Even technical founders who have successfully built MVPs for clients in a matter of weeks struggle to do the same for their own startups. Worse still, some founders pour their personal resources, including time and finances, into their startups for years, without achieving meaningful traction or even understanding what constitutes an MVP.
This article is born out of observing such struggles and aims to emphasize why engaging a Chief Product Officer (CPO) early is not just beneficial but essential. While the broader role of a CPO throughout a startup’s lifecycle is invaluable, this piece focuses on their underestimated role in the early stages.
Why Founders Delay Hiring a CPO
It’s common for startups to prioritize hiring a CTO over a CPO. Founders believe they can handle product development responsibilities themselves by providing direct instructions to the technical team. This approach often stems from outdated advice that a founder’s vision alone is sufficient to guide product development at early stages. Additionally, there’s a misconception that a CPO adds unnecessary bureaucracy, slowing down progress.
In reality, these beliefs couldn’t be further from the truth. Engaging a CPO early can set the pace for product development, strategically adjust MVP scope, and align priorities for maximum validation and testing benefits.
Experience alone does not make a team successful — soft skills such as “entrepreneurial passion” and “shared strategic vision” are required as well.
The Role of a CPO at the MVP Stage
At the MVP stage, a CPO’s contributions are transformative:
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Lessons from Startups That Delayed Hiring a CPO
Startups that delay or forego hiring a CPO often face significant challenges:
Industry Insights Supporting Early CPO Engagement
A well-rounded team—comprising both a CTO and a CPO—is far better equipped to navigate the complexities of early-stage product development and set the foundation for scalable growth.
In conclusion, the role of a CPO is not an unnecessary layer but a strategic necessity. Founders, investors, and advisors should recognize the transformative impact a CPO can bring to a startup’s journey, particularly during the pivotal MVP stage. Engaging a CPO early isn’t just a good idea; it’s a startup success hack. If you’re a founder, consider how a CPO could accelerate your journey to success.