Even though you have been with the company for only three months, you've learned quickly and believe that you have a solid understanding of Tesco's strategic challenges and opportunities. Brasher recently assigned you to write an analytical report on competition in the U.S. grocery market. His directive was to study the major players in the market and assess each one's strengths and weaknesses in preparation for Tesco's major rollout across the country. The report will be distributed to all top executives in the company. In the course of your research, however, you conclude that the entire strategy is a mistake and that the competition in the U.S. market is too strong for Tesco to make any sort of meaningful progress. You believe the company will waste millions, perhaps billions, of dollars on the venture. How should you handle this unexpected conclusion?
a. The decision to enter the U.S. market has already been made, and it's not your job to question it. Don't mention this conclusion at all in your report.
b. Discuss your concerns with Brasher before you write your first draft and don't add this conclusion to your report unless he instructs you do to so.
c. Your conclusion is more important than following Brasher's instructions to the letter. Moreover, your discovery is too important to keep from the executive team. Organize your report with the direct approach, opening immediately with your conclusion and then offering supporting evidence and reasons.
d. Add your conclusion to the report but organize the report indirectly. Insert your surprising conclusion at the very end of the report, after you've discussed the competitive situation in detail.