Silicon Valley holds a near-religious belief in the "Move Fast and Break Things" philosophy. Its central commandment is the Minimum Viable Product (MVP), stating that you should ship software the moment it barely functions, get feedback, and iterate. If you are not embarrassed by your first version, the dogma says you launched too late.

While this philosophy works wonderfully for a photo-sharing app for teenagers, it is suicidal when selling mission-critical infrastructure to a Fortune 500 bank.

Enterprise buyers do not want to "co-create" your product or serve as beta testers. They want a solution that works on day one. When you sell a half-baked MVP to a large corporation, you are not validating your idea; you are burning your reputation.

The Risk Asymmetry

The disconnect arises from a misunderstanding of risk. For a startup founder, the biggest risk is building something nobody wants, so the MVP saves time.

For an enterprise buyer, however, the biggest risk is career damage. A Vice President at a large company spends political capital to purchase your tool, convincing their boss, CFO, and security compliance team that you are a safe bet.

If you ship them an MVP that breaks, lacks a critical security feature, or has a clumsy UI, you haven’t just failed a product test. You have humiliated your champion and made them look incompetent in front of their peers. They will never trust you again, and because enterprise circles are small, they will tell their friends.

Viable vs. Valuable

The MVP emphasizes "Viable," which often translates to "Technically Functional." The code runs and the database connects.

Enterprise buyers, however, buy "Valuable." In the enterprise, value includes requirements that startup founders often consider boring:

• Compliance: Is it SOC2 Type II ready?
• Permissions: Can I restrict access by role?
• Integrations: Does it talk to my legacy ERP system?
• Support: Will a human answer the phone if it breaks at 3 AM?

If your product performs its core function perfectly but fails these requirements, it is effectively useless to the enterprise. It cannot be deployed, becoming shelfware.

The "Minimum Lovable Product"

We need to retire the MVP in B2B and replace it with the Minimum Lovable Product (MLP).

An MLP doesn’t do everything, but what it does, it does perfectly. It is polished, secure, and feels finished.

When Linear launched, it had only 10% of Jira’s features. Yet that 10% was faster, more beautiful, and more intuitive than anything else on the market. It didn’t feel like a test; it felt like a statement. That polish tells the enterprise buyer, "We take this seriously. We care about details. We are safe."

The Feedback Loop Fallacy

The standard defense of the MVP is that feedback is needed to know what to build.

In Enterprise B2B, this is lazy. The problems are not mysterious. You don’t need to launch a product to discover that a CFO needs to export data to Excel or that a hospital needs HIPAA compliance.

You can get 90% of the required feedback through deep customer interviews before writing a single line of production code. You can validate the problem with prototypes and design mocks. By the time you ask a large company to put your software on their servers, you should already look like you know exactly what they need.

Slow Down to Speed Up

Shipping a broken product forces you into a "Support Trap" where you spend all your engineering time fixing bugs and apologizing to angry customers, leaving zero time to build the roadmap. You move fast, but you go in circles.

Taking two extra months to polish the product, secure the compliance, and refine the onboarding allows you to enter the market with force. You get adoption instead of just signups, and case studies instead of support tickets.

Stop trying to break things. These are businesses, not toys. Build things that work.