How do we choose a new direction for our brand?

Frame the challenge as a question that the people closest to the business can answer in different ways. The B2B Reinvention framework starts by bringing the right people together to confront their most pressing challenges and opportunities, rather than beginning with a preferred solution. Agree the central challenge, express it as a shared question, and use that question to generate competing possibilities. The question gives the discussion a focus without prescribing the answer. Keep the initial task distinct from choosing a direction: the aim is to draw on the team's knowledge and imagination to explore different answers before devising tests to help judge which possibility fits best.

Identify what each option needs to succeed by stating the conditions that would have to hold for it to become a viable direction. The Reinvention methodology moves from brainstorming possibilities to surfacing and selecting the conditions required for a successful strategy. Rather than treating a promising idea as a decision, make its requirements explicit so the team can assess it. B2B Reinvention combines collaborative exploration with supporting research intended to help identify and choose a strategic route. Give the team space to use its experience and knowledge, while asking it to contend with the realities of the business. The result should be alternatives with stated conditions for success, ready for testing rather than selection on enthusiasm alone.

Test the assumptions behind the strongest options to reduce important uncertainties before choosing a direction. The Reinvention methodology calls for tests that help teams choose among their best possibilities. Its approach to "intelligent failing" means testing assumptions quickly, learning from what does not work and revising ideas accordingly. For Carbon Tanzania, a workshop explored possible answers to a single strategic question agreed in advance. The intended next step was to turn a shortlist into further questions, hypotheses and tests that would support an informed final decision. The workshop account describes preparation for that decision, not a completed business outcome. Treat testing as a way to inform the choice, with room to revise an option when learning challenges its assumptions.