A useful perspective
A long list of opportunities is not yet a strategy. Start by deciding which customers you can serve especially well, what they need and why your organisation is equipped to help.
Bring those choices into the working week. Name the first experiment, the colleague who owns it and the evidence you will review together. A small test can reveal more than a polished forecast.
Keep the plan short enough to use in a real decision. If a new opportunity appears, the plan should help your team decide whether to pursue it, pause it or decline it.
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