By Will Killin
Start with the decision
I would first ask what funding commits you to. Separate the outcome you want from the proposal for achieving it, then record the objectives, constraints and accountable decision-maker. Otherwise, alternatives can disappear before anyone has examined them.
Find the assumptions carrying the weight
Which customers must change behaviour? What capacity must be available? Which dependencies sit outside your control? Rank assumptions by the consequence if wrong and the strength of their evidence. A long risk register is less useful than a clear account of what could reverse the decision.
Give alternatives a fair hearing
Compare the proposal with a credible alternative, including a smaller commitment or waiting for evidence where feasible. In an illustrative expansion decision, a limited pilot could test demand before committing to the operating model. But a pilot with different customers or delivery arrangements may give misleading reassurance.
Decide what would change your mind
Agree conditions for proceeding, pausing or changing course, and who will assess them. Challenge should identify the strongest evidence for the strategy too. A proposal that survives scrutiny is a useful result. The work cannot remove uncertainty or guarantee commercial success.
Read the relevant account of my previous work.
If this question reflects your situation, explore The Challenge or discuss the issue with me. You do not need to select a service first.