Strategic opportunities: Leveraging decision-making indicators

Abstract

Politicians tend to use the word opportunity as a catch-all term. This paper is contending that opportunities can be classified as tangible or intangible. Lawmakers do not appear to consider the idea that opportunities are hierarchical or link to a firms’ ability to leverage opportunities. The context for the paper is Brexit and its strategic implications. Furthermore, a hard Brexit will throw up more intangible opportunities than tangible opportunities, which suggests that firms will require different strategies for hard Brexit and soft Brexit environments. This paper suggests that there are two possible dominant strategies available to executives, namely leverage logic and opportunity logic, and the application of the strategies is dependent on the type of Brexit situation. The time horizon to develop and refine the dominant strategies is dependent on the type of Brexit environment, with a hard Brexit requiring the longest time horizon.