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Opportunity Prioritization

The age-old adage “too much of a good thing” is especially true when it comes to growth opportunities.

 

Current market conditions offer an abundance of potential but knowing which opportunities to pursue and which surrender can be intimidatingly complex. Half pursuing a dozen opportunities can easily result in the same outcome as pursuing none. But how do you break free from analysis paralysis and confidently pursue your short-list of opportunities?

 

Opportunity prioritization begins and ends with framing. Defining what makes an opportunity attractive is an imperative first step. Attractive opportunities are ones that both offer high probabilities of success and empower your organization’s longer-term vision and objectives. Once these criteria are defined, applying the subsequent framework can quickly prioritize those opportunities that warrant your investment.

How Pointe can help

Over the last two decades, we have observed that successful opportunity prioritization efforts start with thoughtful frameworks that provide context for an organization’s short- and long-term objectives. That is where Pointe can help. We work with you to clarify business priorities, and then apply those same dimensions to identified opportunities. The result is a short-list of growth vectors that will super-charge your short- and long-term strategies. This process typically includes:

  • Validate reasonableness (and market potential) of identified opportunities

  • Identify additional opportunities for growth

  • Define the dimensions of what make opportunities attractive (in the context of overall business objectives)

  • Define the dimensions that make an opportunity feasible (based upon the distance of an opportunity from your “core” business)

  • Develop a framework to evaluate the attractiveness and feasibility of each discreet opportunity

  • For prioritized plays, develop initial business case for pursuit of opportunity

Relevant use cases

  • Pointe supported a global professional services firm in assessing the strategic consulting market, including evaluating the impact of technology and changing talent models. The goal was to identify market opportunities and challenges to inform and maximize capital allocation decisions going forward. Based on Pointe’s analysis and recommendations, the firm made capital allocation decisions and technology investments and adjusted its employee value proposition. These moves have since yielded above market growth and improved talent recruitment and retention.