scenarios

The outcome was not only to resolve the classic conflict of top-management stretch goals versus product-management practicality. It was also to preclude the equally classic conflict that comes later, the one about underperforming versus overexpecting.

Strategists commonly analyze best-case, worst-case, and most-likely scenarios before making a significant strategy decision. That covers about 0.000007618% of the possibilities. I’m not making up that number.