In a recent HBR article we argued that in an uncertain and rapidly changing world, companies need to adopt strategies predicated on radical optionality, in which they continuously develop new options that could form the basis of future success — depending on what unpredicted state of the world they will find themselves in. But companies struggle to realize radical optionality because creating options is expensive: It entails costly and risky exploration, increases complexity, and can lead to excessive redundancy. Encroaching resource limitations, especially an increasing cost of capital, only makes the challenge harder.