> And figuring out how to ship an MVP is the least important part, so if that's all you're learning you're missing out on what will make you successful at a place that's actually successful.
That's actually a very important part and many projects don't even make it that far. This is an extremely valuable skill to have, the actual running of a company beyond that point is a lot simpler and interesting. Don't underestimate this capability you have.
> the actual running of a company beyond that point is a lot simpler
I respectfully disagree. I think that the problem of maintaining a project in the field, providing support, taking feedback and making improvements, and managing a pipeline of new developments alongside sustaining efforts is just as difficult of a problem as getting to an MVP. Both sides take vastly different skillsets, and require people with very different backgrounds to compromise and shift in leadership.
That said, I completely agree with your point that the skills of getting an MVP out the door is significant and worthwhile. I know I am on that side of things myself - I enjoy the initial development, brainstorming, hard work, and hard choices that come along with that piece of a project. I jus think that the other side of the coin deserves equal representation.
That's actually a very important part and many projects don't even make it that far. This is an extremely valuable skill to have, the actual running of a company beyond that point is a lot simpler and interesting. Don't underestimate this capability you have.