Bosch's internal accelerator, set up in 2015, is Osterwalder's go-to worked example of staged funding matched to staged evidence requirements.
Illustrates desirability-first sequencing in practice: no capital for building until the cheapest, weakest-evidence risk (do customers actually want this) is addressed first.
When Bosch made its stage-gate evidence criteria transparent to teams in advance, team self-assessments of go/no-go matched management's actual decisions about 90% of the time. Osterwalder's inference: alignment between innovators and management comes from a shared, transparent evidence bar, not from management's subjective judgment calls — see Growth Board with Phase-Gated Evidence Requirements. This is offered as evidence that clear phase-appropriate criteria, published up front, substitute for most of the negotiation and second-guessing that otherwise happens at each gate.