a$)$ whether the organization is growing, profitable, generating cash flow or raising cash from Financing activities, as well as is necessary and desired as stated in its mission; $($b$)$ whether the organization$$s mission itself needs adjustment; $($c$)$ whether the organization$$s choice of generic corporate$-$level strategy needs adjustment $($e$.$g$.,$ whether the company should move from a $$concentration$$ strategy to $$related diversification$$ or some other of the generic options$)$; $($d$)$ whether the organization$$s portfolio of businesses is positioned to be effective now or needs adjustment now, at some future planning point, and, perhaps, under a number of possible alternative future scenarios. This might include the recommendation to create a profitable new product in a market segment amenable to well$-$designed new products; and very importantly $($e$)$ should the enterprise allocate$/$reallocate resources $($including cash and other support$)$ to any or each of the business units to help facilitate their individual needs to grow and realize profit potential.