Senior management teams thus need to look at technology needs that reflect the type of growth they want to stimulate. In doing so, they can identify the type of external partners most likely to supply the appropriate technology. Studies on OI continually highlight the need for organizations to be able to specifically state the problem they seek to solve. This point is critical for organizations with limited resources. Being able to articulate what exactly is the organization trying to address/solve is imperative for a good OI outcome. Once the problem is clearly stated, the market growth in the organization’s targeted market and the organization’s market share constrain the innovation options available to the organization. Utilizing a standard marketing position graph of the organization’s and competitors’ positions as shown in the “Innovation Postures Derived from Market Growth and Relative Share” figure, an organization can double check its search criteria for the newness and unfamiliarity required of a technology it seeks. In the “Innovation Postures Derived from Market Growth and Relative Share” figure, the innovation posture contours (maverick, offensive, defensive) are super-imposed on market growth rate and relative organization’s market share positions. Once an organization determines the appropriate innovation posture for its project, the innovation posture can be combined with patent landscape densities (described below) to arrive at the best OI approach.