As we've seen (or something similar), considering the myriad (or whatever) variables, no infallible predictions can made as to how diversification (or: a move toward diversity) might affect a given firm's future overall performance.
Nevertheless, it follows that after taking thorough stock of all imaginable outcomes, their effect on each and every department, both short term and in the long run, the likelihood of each of these to manifest itself, then determining whether specific eventualities might be beneficial or detrimental in some heretofore unseen way or perhaps even lead to surprising opportunities, the next step must be to weigh them all out against one another to find a comfortable equilibrium, a road map to inform the decision makers whether to undertake a move toward more diversity at all, and if so, how to proceed and at what pace, all with a certain degree of confidence.
Cut and paste, simplify and embellish as you will, no matter how you shake it, this monster bites its own tail. It says you can't predict, then plows ahead and says to make educated guesses, figure it out.. But I guess that's really the bottom line anyway in business nowadays.
All business people love "opportunities". Unexpected ones are even better. They see trunks full of gold and diamonds. Cram it in there. Also, keep in mind that confidence is a buzzword for contented stockholders !!
The placement of 'therefore' is a bit awkward dropped in after the first couple of words. Start out with it and don't overuse it.