The quintessential business decision involves a choice between A and B. Pick one, then execute.

These decisions are easy in Econ 101, where choosing which widget to produce in a given factory usually means picking the one with the biggest profit margin. Today’s interconnected, crowded, diverse market demands more creative solutions. Now the decision must account for sustainability, effect on stock price, volatility, and thousands of other factors.

Sometimes the answer lies in the gradient between on and off, the open field of possibility that terrifies square thinkers.

Can we find hidden efficiencies by manufacturing A and B?

What if we sell A in one market and B in others?

What if we buy equipment that can make both at 80% efficiency?

What if we sell the factory to someone who thinks A is more valuable than we do?

What if?