The decision to diversify an organisation is a key Corporate-Level (C-L) strategy. One of the tensions that must be resolved is the degree of relatedness that underpins a diversification strategy - should we diversify by increasing the scale of our operations in existing product markets, or should we increase the scope of our operations by moving into new and unrelated industries? What do you see as being the major factors a CEO would need to consider when determining the level of relatedness of a diversification strategy?