Strategy in a world of overlapping disruptions
How leaders can make sharper choices on where to compete, where to invest and what to stop when multiple structural shifts hit at once.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Which customer problem deserves another year of investment?
Product resources are scarce, making the value and strategic importance of the problem more consequential than the length of the feature backlog.
What makes the next location worth opening?
Network growth creates value only when incremental demand, unit economics and strategic coverage justify the capital and complexity added.
Strategic challenges
Advantage is always relative
A capability creates competitive advantage only when its value, scarcity and economics remain superior to the alternatives rivals can deploy.
Consumer demand is organised around occasions, not averages
The same person can make very different choices depending on need, context, urgency, channel and willingness to pay.
POV
You cannot position your way out of contradictory behaviour
A stronger narrative cannot compensate for decisions that consistently undermine the corporate position the organisation claims to hold.
Trying to appeal to everyone usually weakens the proposition
Consumer strategy becomes stronger when the business is explicit about which needs it will serve exceptionally well and which it will not.
Strategic impact
Portfolio roles should determine investment
A growth product, retention product and harvesting product should not receive resources according to the same assumptions or success criteria.
Changing the revenue model changes the business
Moving from transactions to subscriptions or outcomes affects cash flow, risk, capabilities and customer relationships far beyond pricing.
What we observe
Companies often model markets without modelling reactions
We frequently see strategies built around expected customer outcomes while competitor retaliation, imitation and repositioning remain implicit.
Segmentation often describes consumers without changing strategy
We frequently see detailed personas that create little guidance about which customers, occasions or economics should actually be prioritised.