All business operations consume a portion of the organization’s limited resources and each presents its own value proposition. However, the strategic planning process often only considers newly presented initiatives and available resources in excess of those consumed by core business processes and previously approved ongoing initiatives. Such practices prevent organization leaders from considering the return on investment of emerging opportunities relative to those established functions; returns on investment that could be far more significant at equal or lesser risk. In order to recognize and be positioned to act on these truly game changing opportunities an organization’s leaders must evaluate all business operations and initiatives during its alternative selection process.
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