Adoptability
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Adoptability is a concept in product management and business strategy describing the structural condition that determines whether an institution or system will absorb a new product or innovation, as distinct from whether the product is desired by users (desirability), can be technically built (feasibility), or is commercially sustainable for its producer (viability).[1] The concept was introduced in the book The Cost of Change: The Wall — Why Good Products Fail to Scale.[1]
Overview
The adoptability framework proposes that product strategy frameworks which evaluate only desirability, feasibility, and viability omit a fourth, governing variable. According to the framework, this variable — adoptability — is defined formally as the condition that, for each critical stakeholder in a decision-making network, the value that stakeholder personally captures from a product must exceed the cost that stakeholder incurs in changing their workflow, budget allocation, or process in order to use it.[1]
The framework states this relationship as a multiplicative equation:
- Desirability × Feasibility × Viability × Adoptability = Operational Adoption
Under this formulation, a value of zero in any single variable, including adoptability, results in a product failing to achieve real-world operational use regardless of strength in the other three variables.[1]
Core concepts
The Adoptability Equation
The book's central formula holds that adoption occurs only when, for each critical stakeholder, Value Captured exceeds Cost of Change. The framework characterizes adoption as a local rather than aggregate phenomenon: because the equation must hold separately for every stakeholder capable of blocking a decision, a single unresolved stakeholder is sufficient to prevent adoption even where the equation holds favorably for all other stakeholders.[1]
Minimum Adoptable Product
The framework introduces the "Minimum Adoptable Product" (MAP) as a counterpart to the minimum viable product (MVP) concept used in lean startup methodology. Where an MVP is evaluated against desirability, feasibility, and viability, a MAP is defined specifically by non-zero adoptability — the smallest version of a product capable of being absorbed by a system without requiring that system to reorganize its existing coordination structure.[1]
Five Families of Reinforcement
The framework identifies five recurring categories of structural resistance that institutions exhibit toward new products, termed the "Five Families of Reinforcement": Expertise, Governance, Financial, Integration, and Accountability.[1]
The Adoptability Test
The book proposes a five-question diagnostic intended to be applied prior to product development, addressing the number of stakeholders required to change, identification of the economic buyer, alignment with institutionally tracked metrics, capital-expenditure versus operating-expenditure budget classification, and the timing of adoptability considerations relative to the product development cycle.[1]
Reception
The framework was discussed by Geoffrey Moore, author of Crossing the Chasm, in a guest-post feature published on Moore's LinkedIn profile, in which Moore described the underlying "cost of change" framework as "a useful operator's perspective" on institutional resistance to innovation adoption, characterizing it as an extension of ideas adjacent to his own technology adoption lifecycle model.[2]
Background
Karaoglu developed the framework from experience in the medical technology, diagnostics, and digital health sectors, citing repeated cases in which institutional purchasers approved or piloted products that subsequently failed to achieve sustained operational use.[1]
Publication
The Cost of Change: The Wall was published by Sustainibility Press in its second edition on June 18, 2026, running 267 pages.[1]
See also
References
- ^ a b c d e f g h i j Karaoglu, Nihat (2026-06-18). The Cost of Change: The Wall — Why Good Products Fail to Scale (2nd ed.). Sustainibility Press. p. 267. ASIN B0GXGPLMN7.
- ^ Moore, Geoffrey. "The Cost of Change — The Wall: Why Good Innovations Fail After Product-Market Fit". LinkedIn. Retrieved 2026-06-30.
External links
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