As part of the two-year business review process at an international airline (Case 25), all the division chiefs, who reported to the CEO, needed to decide together what to outsource. In lieu of an objective framework, the journey began with each executive telling the others what “could go.” Each executive, of course, believed their silo was absolutely core to the business and should not be outsourced. Sometimes their opinion, though, was based solely on, “We’ve always done it, so it must be core or we wouldn’t be doing it.”