Map a dependency, trace the transmission path, and calculate a directional Exposure Determinant and Decision Margin. The output is designed to identify where a deeper Vantage Review is warranted, not to create false precision.
Build the exposure
Describe the dependency that matters.
Use your best current estimate. Unknowns are acceptable; the purpose is to expose where the decision depends on assumptions that deserve deeper work.
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A plain-English label such as “Taiwan chip supplier” or “Gulf Coast diesel dependency.”
What part of the business carries the dependency?
Use a current Ridgeline Watch or choose a custom scenario.
How would the external change actually reach enterprise performance?
If this dependency failed, how difficult would it be to maintain the affected business activity?
LowCritical
How material would the consequence be if the scenario transmitted through this dependency?
LimitedSevere
Are alternatives functionally equivalent, available at scale, and usable within the decision horizon?
How long before this scenario would materially affect the business if it occurred?
How long would it take to execute a credible substitute, reroute, hedge, contract change, or other mitigation?
Revenue, annual spend, contribution, asset value, or another relevant financial base. This is not automatically treated as loss.
Who owns the decision if the exposure changes?
Exposure output
Complete the exposure inputs and calculate your position. The result will show the drivers of exposure, the transmission path, and whether your decision window is open or compressed.
Your local register
Compare exposures on this device.
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WHAT THIS DOES
Translate exposure into decision relevance.
DEPENDENCY
What does the business rely on?
Identify the supplier, corridor, market, technology, input, site, customer, or financing relationship that matters.
TRANSMISSION
How does the change reach you?
Trace the mechanism through cost, availability, logistics, regulation, market access, technology, financing, or timing.
DECISION
How much room remains to act?
Compare time to impact with mitigation or switching time to see whether the decision window is widening or compressing.