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You are seriously underselling the potential impact of things happening has on planning. Any company worth their 2 cents has contingency plans ready for several situations - i.e. if President A wins vs B, if there is enough plausibility that it might come with serious impact to the business.

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> Any company worth their 2 cents has contingency plans ready for several situations

My guy, most major companies struggle to get a quarterly plan in place for what they're going to do by the start of the following quarter. There may be some department focused on lobbying and political risk that cares about this stuff, but there are no product and engineering teams at any company that have "contingency plans" just laying around to be activated for random shit like this. Nobody has time for that.

Indeed, because good contingency planning inherently means wasting effort on if/else paths that may never occur.

I haven’t seen any recent OKR or KPI that was able to justify or even quantify the value of a path in history that didn’t occur.

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