Define the question
“Is this a good opportunity?” is too broad. Clarify whether the decision concerns strategic fit, customer demand, commercial model, partner quality, timing or investment readiness.
Separate evidence from assumptions
Record the source, freshness and reliability of each important claim. Assumptions are acceptable when they are visible and paired with a validation plan.
Make trade-offs explicit
Compare options against agreed criteria: value, speed, control, complexity, downside risk and organizational capacity.
Connect the decision to action
A useful recommendation includes the next commitment, accountable owner, required evidence and conditions that would cause the team to change course.