Map the base before adding to it
List the customers, assets, channels, data, supplier relationships and capabilities the business already funds. The purpose is to see the commercial system as a portfolio of productive capacity, not a set of fixed departments.
Look for friction and unused capacity
Growth may be hidden in repeat customer problems, low utilisation, weak cross-sell, incomplete distribution or capabilities sold in only one form. Evidence matters more than brainstorming volume.
Sequence the moves
Rank each opportunity by customer evidence, time to cash, capital intensity and execution risk. Start with a contained move that can fund or de-risk the next one.
The decision standard
The objective is not to remove all uncertainty. It is to make the customer, commercial logic, evidence, dependencies and next test visible enough for a responsible decision.
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