Describe the failure scenario

Ask the team to imagine that the launch underperformed after a defined period. Invite each person to identify plausible causes independently before discussing them together. This helps surface concerns that may be lost when everyone is trying to support an ambitious shared goal.

Group controllable weaknesses

Separate product readiness, customer demand, distribution, economics and operational execution. Identify which issues the team can reduce now and which require monitoring. Avoid an endless list of hypothetical disasters; focus on plausible failures connected to the actual launch design.

Convert concerns into owners

For the most material issues, assign a preventive action, an early signal and a response owner. Revisit the list during launch reviews. The exercise is useful when it changes decisions and readiness, not when it becomes a document nobody opens again. Invite someone who is not directly invested in the launch plan to review the strongest concerns. An outside operational perspective can reveal missing dependencies, while the project team remains responsible for deciding which risks are material and what response is proportionate.

Imagine this

Illustrative operating example

A hypothetical team predicts that a distributor may generate orders faster than onboarding support can handle. It responds by limiting the first cohort and adding an escalation owner, turning a broad concern into a concrete operating safeguard.

Make it practical.

Use this checklist as you read. Checks are not stored.

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