Bigger IT&C companies always have less important projects used for growing young talents, and identifying the right persons for their teams working on the company's most important products.
Employing unimportant projects for developing the skills of new employees is a good opportunity for exploring their strengths.
It can happen that a product idea proposed by a debutant with evident technical and managerial skills gets at the top of the agenda for some time, even if it's not considered really important by the board of directors. The way a person is dealing with the raise and fall of his or her popularity shows whether he or she is ready to be part of a mature team.
The problems start when the unimportant projects are getting out of the door, and the company’s customers are not informed about the new offer's highly experimental nature.
For an outsider it’s very difficult to make difference between a public beta representing the next member of a well-established company’s product line, and a MVP booked as operational cost rather than investment in the company's future.
In case of startups and free-source teams the early adopters are knowingly assuming the problems caused by unexpected bugs and technical limitations, and respectively the risk, that the product could be discontinued anytime.
Unfortunately it’s a common situation, that a software MVP gains popularity and the original company staying behind it has no willingness to develop and maintain the proper product, or it turns out to be a disappointing manager of a new concept, which needs different approach in comparison with their already mature products.
That's why the to-be product architects with strong personalities, great talent, courage and perseverance are leaving the big companies for building the products they've dreamed of.
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