Product and market
Product readiness concerns whether the solution performs the job reliably enough for the current test. Market readiness concerns whether a defined group experiences a relevant problem and can adopt the solution. Do not average the two: a polished product for an unidentified buyer is not commercially ready.
Team and traction
Team readiness asks whether the required decisions and delivery work have accountable owners. Traction asks whether behavior repeats beyond one-off enthusiasm. Early interviews, recurring use, and paid renewal are different signals. Name the signal and its limitations instead of converting every positive event into a common score.
Finance and governance
Finance readiness examines cash needs, payment timing, costs, and the assumptions behind unit economics. Governance concerns permissions, decision rights, obligations, and records. At an early stage, a clear cash constraint and a written owner for a decision can be more useful than a complex forecast. Seek qualified advice for legal and financial obligations.
Use stage gates, not averages
A readiness review should identify what prevents the next stage and what evidence would resolve it. A strong team does not cancel out an untested buyer assumption. Keep critical gaps visible, attach sources to claims, and choose a next action. Treat any summary indicator as an aid to discussion, not permission to skip underlying evidence.