| name | identify-assumptions |
| description | Surface the risky assumptions hidden in a product or feature idea using multi-perspective devil's-advocate thinking. Covers the 4 core product risks (Value, Usability, Viability, Feasibility) and extends to 8 categories (+ Ethics, Go-to-Market, Strategy, Team) for new products. Use when stress-testing an idea, doing risk assessment, or preparing for assumption mapping. |
Identify Assumptions
Devil's-advocate analysis to surface the risky assumptions an idea rests on — so you can test the riskiest ones before committing. Read any provided files (designs, PRDs, research, business plans) first.
How many risk areas?
- Existing product / feature → the 4 core product risks (Teresa Torres, Continuous Discovery Habits).
- New product / venture → extend to 8 categories. New products carry go-to-market, strategy, and team risk that an established product has already retired. Good teams assume at least three-quarters of their ideas won't perform as hoped.
Instructions
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Think from three perspectives about why this might fail:
- Product Manager — business viability, market fit, willingness to pay, competitive landscape.
- Designer — usability, first-time experience, onboarding, adoption barriers.
- Engineer — technical feasibility, performance, integration, scalability, build-vs-buy.
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Identify assumptions across the risk areas:
Core 4 (always):
- Value — Will it create value? Does it solve a real problem? Will they keep using it?
- Usability — Will users figure it out? Is the learning curve / cognitive load acceptable?
- Viability — Can marketing, sales, finance, legal, and support stand behind it? Can we monetize and scale it? Compliant?
- Feasibility — Can it be built with current technology? Integration and performance risks?
Extend to 8 for new products:
- Ethics — Should we do it at all? Any risk to customers or society?
- Go-to-Market (critical for new products) — Can we reach the market? Right channels, messaging, timing, launch approach?
- Strategy & Objectives — What are we assuming about the market? Can others copy us? Have we weighed PESTLE factors? Are these the best problems to solve?
- Team — Right people, tools, and working dynamics? Will the team stay?
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For each assumption, note: what specifically could go wrong, your confidence (High / Medium / Low), and a suggested way to test it.
Be thorough but constructive — the goal is to strengthen the idea, not kill it. The highest-risk, lowest-confidence assumptions are the ones to test first (→ prioritize-assumptions, then design-experiments).
Further reading
