Desirability / Feasibility / Viability / Adaptability Risk Framework

Osterwalder's four-part breakdown of the risk categories a new business idea carries, used to structure what evidence to gather and in what order:

Desirability — do customers have the job/pain/gain the idea addresses, and does the value proposition fit it (see Value Proposition Canvas / Value Proposition Design)?
Feasibility — can it actually be built/delivered?
Viability — does it work financially?
Adaptability — does it survive the external context: regulation, competition, market shifts?

The framework's practical use is sequencing, not just labeling: score evidence separately per category instead of collapsing "risk" into one number, and — as Bosch shows — address desirability before spending on feasibility.

Distinct from Marty Cagan's Valuable / Usable / Feasible / Viable product-risk framework, which shares two labels (feasible, viable) but is scoped to feature/product decisions rather than whole-business-model evidence, and has no adaptability category.

Из тем: Growth, PMF, and Business Model Design