1. What must remain true for the strategy to work?

Make assumptions explicit: political access, currency convertibility, logistics, partner reliability, workforce safety, or regulatory continuity. The most fragile assumption deserves the closest monitoring.

2. Which stakeholders can change the outcome?

Map formal authority and informal influence, then consider how stakeholder incentives could shift.

3. Where is the organization most exposed?

Look beyond physical assets to suppliers, executives, licenses, data flows, reputation, and commitments that are hard to unwind.

4. What would trigger a different decision?

Define signals for pause, escalation, additional investment, partner review, or exit before momentum makes them harder to use.

5. Can the operating model absorb disruption?

Test how decisions, communications, security, legal support, and continuity would function under pressure.