Evaluate and prioritize market opportunities
How evaluate and prioritize market opportunities are reshaped as AGI capability advances.
The bottom line
Roughly 90% of the work in Evaluate and prioritize market opportunities is information-shaped — already within reach of AI delivery. The question here is not whether it shifts, but which tasks go first and who staffs the residual.
Why: With no child occupations seeded, the scalar is derived from the process name, description, and the PCF lens ('Understand markets, customers, and capabilities'). The described work—quantifying market opportunities, running validation tests, and triangulating strategic fit—is entirely cognitive, data-driven information transformation. This places the activity firmly in the digital band.
grounded in the economy graph · digital scalar 0.90 · digital
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How the work flows
Trigger: A set of identified market opportunities is handed over from customer and market intelligence activities.
- Compile identified market opportunities from intelligence reports.
- Quantify the financial potential and addressable market for each opportunity.
- Evaluate the fit against existing organizational capabilities and resources.
- Align the opportunities with current business strategy and risk appetite.
- Execute validation tests and feasibility assessments on top candidates.
- Rank the opportunities using standardized prioritization criteria.
- Finalize the prioritized list for executive review and strategic planning.
Outcome: A prioritized, validated list of market opportunities is established and aligned with business strategy for resource allocation.