Skip to contentUSE CASES / CONSEQUENCE HAS CONTEXTDifferent stakes. The same need to keep the reasoning visible.
The Litmus Report gives strategy, product, finance, and operations one way to preserve the assumptions behind the call.
DECISION CONTEXTSONE METHOD / FOUR STAKES
01MARKET ENTRY / EXPANSION THE PATTERN HOLDSContext changes the evidence. It should not erase the method.
The work may look different. The fragile point is familiar: one unsupported assumption carrying too much of the case.
FOUR DECISION CONTEXTSUse the record where the consequences compound.
These are starting points, not locked templates. The method adapts to the decision without turning it into a generic workflow.
MARKET ENTRY / EXPANSIONWhen the expansion looks inevitable.
Keep the market signal, cost model, dissent, and staged commitment connected before a full launch becomes the default.
THE DECISIONShould we enter this market now?
KEEP VISIBLEAdoption assumptions, payback logic, and the first reversible test.
PRODUCT / PORTFOLIOWhen the roadmap is carrying too many certainties.
Make the evidence behind a launch, sunset, or platform bet visible to the people who inherit the consequences.
THE DECISIONWhich bet deserves the next commitment?
KEEP VISIBLECustomer evidence, confidence gaps, dissent, and the trigger to revisit the call.
CAPITAL / INVESTMENTWhen a model starts speaking with more authority than its inputs.
Keep the assumptions behind a capital allocation or investment case inspectable without slowing the decision to a crawl.
THE DECISIONWhat must be true before we commit?
KEEP VISIBLEModel inputs, scenario boundaries, challenge notes, and the approval owner.
ORG / OPERATING MODELWhen the org chart hides the real trade-offs.
Trace the reasoning behind a reorg, hiring plan, or transformation so the people living with the change can challenge it honestly.
THE DECISIONWhich operating change will unlock the work?
KEEP VISIBLEConstraints, affected owners, dissent, and the signal that shows whether the change worked.
THE RIGHT MOMENT
Use it when the decision is still alive.
There is a recommendation, but not yet full commitment
The evidence is spread across functions or sources
A dissenting view could change the path
The outcome should teach the team something next time