> What sort of business are you in where you can actually meaningfully predict which will be the most valuable opportunities and ideas that will come your way i

> What sort of business are you in where you can actually meaningfully predict which will be the most valuable opportunities and ideas that will come your way in the next three months? I've got one foot in the pure software world and one foot in electronics hardware. I've worked with a number of startups, and some larger organizations and government. The SaaS startup world is the exception here, not the rule. Virtually any business that is not "we're ready to pivot on a dime" SaaS should be able to plan 3 months out. Generally speaking, any kind of strategic initiative is probably going to take longer than that to roll out. If there's any kind of manufacturing involved then design, V&V, manufacturing, and QA are likely going to be running on at least 3 month cycles. Sometimes things do pop up and it makes strategic sense to do a mid-quarter tactical shift to attack an extremely valuable lead, but that should be exceptional. Even in the SaaS world, people tend to jump on new "valuable opportunities" without really sitting back and assessing the cost of delaying everything else. This kind of organizational ADHD (one board member at a company called it "chasing butterflies") tends to result in a bunch of half-finished projects/products that all could have been valuable in their own right if they'd been run to completion instead of abandoned in favour of the next "golden opportunity".