Assess how a company of your choice is doing and where it may be capable of going and think beyond the quantity of resources that you have and focus on their quality. Obvious resources to view in this way include customers, staff, and products. Consider the attributes of the resources you currently have. What exactly is the quality of each resource, and how is this quality distributed? Do you have a uniformly valuable group of key staff, products, or customers, for example, or do you rely on a handful of stars? Find out how those qualities are changing. Are your customer base and revenue growing but only through the addition of low-value business? Or are you making inroads into really good-quality customers? At what rate do you hope to improve that quality over time and to what level? Finally, be sure you are not approaching any quality problems. Is any potential resource in danger of running out? Are resources declining in quality? Is there a danger of resources cannibalizing each other? If any of these problems are approaching, can you do anything to escape their grip, or do you have to recognize the resulting limits and begin reconfiguring your organization?