Asking the question “What would we need to believe to think this idea can be a success” can reframe the discussion and help a business team surface hidden assumptions that may be holding them back from fully considering the potential of a new product or service. This question encourages the team to step back from their current doubts and consider what evidence or information would be needed to change their minds and believe in the idea’s potential for success.
By identifying these underlying assumptions, the team can begin to question them and gather data or information that can either support or refute them. This can lead to a more informed and objective evaluation of the idea, rather than basing decisions solely on personal biases or preconceptions.
Furthermore, this question can also help the team to identify potential roadblocks or challenges that they may need to overcome in order to make the idea a success. By identifying these challenges early on, the team can begin to develop strategies for addressing them and increasing the chances of success.
Launching a new product in a new industry: A consumer goods company is considering launching a line of plant-based protein products. The team is unsure if this idea will be successful, and asks “What would we need to believe to think this idea can be a success?” They may need to believe that there is a growing demand for plant-based protein products, that they have the right supply chain and manufacturing capabilities to produce these products, and that they can effectively market and promote the product to their target audience.
Entering a new geographic market: A technology company is considering expanding its operations to a new country. The team is uncertain about the potential success of this move and asks “What would we need to believe to think this idea can be a success?” They may need to believe that the market in the new country is ripe for their products, that they have the resources to navigate the local regulations and customs, and that they can find and hire the right talent to run the operations in the new market.
Outsourcing IT infrastructure to a BPO: A retail company is considering outsourcing its IT infrastructure to a business process outsourcing (BPO) provider. The team is hesitant about this idea, and asks “What would we need to believe to think this idea can be a success?” They may need to believe that the BPO provider can provide the same level of security and compliance as they currently have, that they can provide the level of service they require, and that they can provide the cost savings they are hoping to achieve.
Investing in a new technology: An energy company is considering investing in new battery storage technology to improve its renewable energy capabilities. The team is uncertain about the potential return on investment, and asks “What would we need to believe to think this idea can be a success?” They may need to believe that the technology is reliable and cost-effective, that they have the resources to implement the technology, and that the regulatory environment is favorable for this type of investment.