Realistically, in a digital age, most strategies are fluid – and they should be. This is especially true when moving from embryonic to growth as a company.

We’ve got what we sell pretty much nailed down; we’ve found a whole bunch of opportunities we didn’t know were there so typically the job is to protect and refine the core USP or product that got us here while attacking the new opportunities in front of us.

This is a fairly typical strategic concern for growth businesses.

Others might be:

• Investors are now major players in our objectives – both existing and new – the question is, how do we make sure we’re delivering on what the investors bought in on while being aggressive in the market?
• How do we rationalise our operations while retaining our approach to innovation?
• How do we use investment capital or revenue uplift effectively to grow?
• Also, how do we focus our objectives when there’s so much opportunity?
• Which strategic partnerships are worth investing in?
• The property and Proptech markets are shifting fast from legislation to competition to customer – where do we lead and where do we follow?
• Which cultural and operational norms do we retain and which do we change.

The last one was more a leadership question, but you get the idea.