IMAGINE if you could combine practical experience with strategic diagrams, wrapped inside a military proven decision making process that breaks the barrier of analysis paralysis, expedites decision making, and delivers strategic adaptability: Your trade-offs choices and strategic dilemma don't have to grind your development processes to a halt. DON'T throw away your existing work to start over. It's often faster, and way more affordable, to work backwards from the strategic choices to the current understanding and thereby reveal exactly where critical gaps in data and insights need to be filled - giving you the power to applying the Pareto Principal at your discretion. Let's co-create the future by driving concensus with decisive choices by leveraging cutting-edge approaches from competitive intelligence, market insights, and strategic foresight so you can connect emerging tech with your innovation pipelines and product roadmaps to ensure you "Build the Right Thing for the Right Segment," that increases revenue and maximizes profit. 🌲 Strategy is Beautiful - Strategy Diagrams articulate and capture better than Descriptions 🌲 Diagram First, Data Later - Strategic Options are grounded in cause & effect, deprioritized with data 🌲 Uncertainty versus Risk - Wicked problems are "non-probabilistic" and need to "connect" insights ▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬▬ EXAMPLE ENGAGEMENT: Innovator CEO stuck choosing which path to growth revenue. OPTIONS: A) Continue market penetration despite scale causing efficiency loss? B) Develop a larger market despite adding more complexities? Weight of the organization's financial future loomed over the head of a CEO who had successfully launched a ride sharing company for student carpools - a huge hit with neighborhoods outside the district bus routes - but was now suffering analaysis paralysis or which way to grow the business given a set of complex market factors and balooning costs of marketing. Togther, we co-created diagrams of all the market adoption factors and build a financial model to explore each scenario, at first with dummy data to determine the value and ROI of primary research, and then collected customer data from surveys and interviews to achieve the "Minimum Confidence Needed" to decisively choose. At moment of choice, the CEO concluded with Option A (continue to penetrate) with high confidence and additional insights into what conditions warranted a pivot from Option A to Option B so that future business explansion choices could easily be evaluated well in advance of business needs.