When the business model does not travel
How leaders can decide what to standardize globally and what to localize across proposition, channels, economics and operations.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Digital
Connect digital strategy, technology, products, operations and customer experience to enterprise priorities.
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Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
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Customer, market and demand intelligence
Build customer, market and demand intelligence to understand behavior, shifts, opportunities and commercial priorities.
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AI and autonomous systems
Shape AI and autonomous systems around business priorities, operating models, governance and measurable outcomes.
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Business model strategy and design
Design business models that connect differentiated value with viable economics, scalability and durable value capture.
Digital platform development
Build extensible digital platforms that provide shared capabilities, services and interactions across products and users.
Growth strategy
Identify the growth arenas and moves most capable of creating enterprise value across core, adjacency and new-business opportunities.
Digital commerce and demand discovery
Reveal how customers discover, evaluate and convert demand across digital commerce, search, platforms and marketplaces.
AI product strategy, innovation and prototyping
Turn emerging AI possibilities into defined product concepts, validated use cases and testable prototypes.
Editorial overview
Articles
The AI workforce is an operating-model question
How companies can redesign roles, skills and capacity around the work that AI should automate, augment or leave to people.
Read articleFocus
Who controls access to the customer?
The company selling the product is not always the actor with the strongest influence over discovery, adoption or the final buying decision.
ERP and CRM strategy should begin with business processes, not software selection
Core platforms work best when process, data, ownership and system boundaries are defined before technology choices are made.
Strategic challenges
Which cyber risks deserve investment, and which can the business consciously accept?
The challenge is allocating finite resources across exposures with different likelihoods, impacts and control economics.
AI is exposing old data decisions
Fragmented ownership, inaccessible information and architectural compromises become more visible when AI begins consuming data across boundaries.
POV
A feature request is evidence, not strategy
Building what customers ask for can improve a product while gradually destroying the differentiation that gave them a reason to choose it.
Growth is not a strategy if everything attractive becomes a priority
Real growth strategy requires saying no to opportunities that compete for resources without sufficient economic logic.
Strategic impact
Disciplined decision architecture concentrates executive attention where judgment matters
Clear forums, thresholds and ownership reduce avoidable escalation and improve the pace of enterprise choices.
Portfolio value depends on combination, not simply project quality
Sequencing and project mix determine how investment timing, dependencies, risk and organisational capacity interact.
What we observe
Analysis often becomes a narrative too early
We frequently see evidence organised around the first convincing explanation before competing hypotheses have been seriously tested.
Attribution models often create precision that the underlying evidence cannot support
Detailed percentages can obscure tracking gaps, selection effects and interactions no single model can reliably disentangle.