One of the world's leading computer peripherals manufacturers needed to choose a mid-term evolution strategy for a major product line, which included a decision on whether or not to adopt a new technology. The problem was highly complex because the company lacked a definite scenario of future product usage. It also had a partner that provided a critical component on which any strategy depended.

SDG formulated strategy alternatives with varying levels of new technology adoption and tested them against market and technical uncertainties. The results demonstrated that given the client’s understanding of the marketplace, adoption of the new technology had much more upside and tolerable risk than a mere extension of current products. By using a top-down, value-based approach for this decision, the company was able to shift its focus to the marketplace rather than on internal politics and personal advocacy.