{"id":123,"date":"2026-10-11T14:03:42","date_gmt":"2026-10-11T14:03:42","guid":{"rendered":"https:\/\/www.odak.net\/?p=123&lang=en"},"modified":"2026-10-11T19:06:23","modified_gmt":"2026-10-11T19:06:23","slug":"what-must-be-true-for-your-venture-to-work","status":"publish","type":"post","link":"https:\/\/www.odak.net\/?p=123&lang=en","title":{"rendered":"What must be true for your venture to work?"},"content":{"rendered":"\n
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Photo by Per L\u00f6\u00f6v on Unsplash<\/figcaption><\/figure>\n\n\n

Every venture rests on a few beliefs nobody has checked yet. Customers have this problem. They care enough to change what they do. They will pay for a solution like yours, and you can reach them at a cost that makes sense. Up close these beliefs feel like facts, and that is what makes them risky.<\/p>\n\n

Our startup work begins with one question. What must be true for this venture to work? It looks easy until you try to answer it honestly, and then it changes what you do next.<\/p>\n\n

1. Write the beliefs down<\/h2>\n\n

Take a page and list everything that has to hold for the venture to succeed. Group the items under customer, problem, solution, business model and growth if that helps. Who has the problem, and how do they handle it today? Is it frequent and costly enough that people go looking for something better? Does your approach beat the alternatives, including doing nothing? Who pays, how much, and how often? How will the next hundred customers find you?<\/p>\n\n

2. Separate evidence from hope<\/h2>\n\n

Next to each belief, write what you know and where you learned it. A conversation with a customer counts as evidence. A market report gives context. An assumption you have repeated to yourself for months is still an assumption. Expect a long list with little evidence beside it. The beliefs with the least evidence tell you where to look first.<\/p>\n\n

3. Rank by risk<\/h2>\n\n

You cannot test everything at once, so pick the belief that would end the venture if it were wrong and that has the least evidence behind it. Test it before you spend more on building or hiring.<\/p>\n\n

4. Design the smallest useful test<\/h2>\n\n

Keep the test small and fast, and tie it to a decision. Before you run it, decide who you will learn from and what you will ask or do. Then write down the result that would make you change course. Writing it in advance keeps you honest. A test that could never change your plan is a waste of time.<\/p>\n\n

5. Make the next move<\/h2>\n\n

Once you have learned something, choose a practical next step with a clear owner and a way to check progress. Then go back to the list. Some beliefs now have support, new ones have appeared, and the ranking has shifted. Repeat the cycle and focus turns into momentum.<\/p>\n\n

If you are building something new and want to bring your most important assumption into the open, start with the venture canvas on our startup page<\/a> or get in touch<\/a>.<\/p>","protected":false},"excerpt":{"rendered":"

Every venture rests on beliefs nobody has checked yet. List them, then test the riskiest one first.<\/p>\n","protected":false},"author":1,"featured_media":144,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"footnotes":""},"categories":[1],"tags":[],"class_list":["post-123","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-uncategorized"],"acf":[],"aioseo_notices":[],"aioseo_head":"\n\t\t\n\t\n\t\n\t\n\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t\n\t\t