Having defined a series of potential opportunities, it is critical that these are prioritised by their achievability, potential reward, fit to the organisation and opportunity cost.
We sometimes find enthusiasm has a way of clouding the decision process. We see our most useful role at this stage as providing the tools and environment for a combination of frank and robust discussions about likelihood of success tempered with the suitability of resource and expertise. We can also develop a detailed analysis of the known market variables to pull together the evidence to support or invalidate finally agreed strategic directions.
The opportunity priority grid shown (right) provides a good starting point for these evaluations. Often opportunities are directly comparable which makes selection difficult. Structuring them in an analytical framework can help.