Designing the next business model before the current one plateaus
How companies can identify new value pools and build business models that combine differentiated customer value with scalable economics.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Articles
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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What have you actually proven?
Revenue, users and funding can all create confidence without demonstrating that demand, retention and economics are sufficiently repeatable to support scale.
What are you choosing not to do?
A strategy becomes meaningful when priorities impose consequences on where capital, leadership attention and capabilities will not be allocated.
Strategic challenges
Growth changes the business before it proves the business
Hiring, infrastructure and market expansion can institutionalise assumptions that were never properly tested at smaller scale.
A franchise model has two customers
The consumer proposition must remain attractive while the economics and operating model also work for the franchisee.
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.
Maximum coverage is not maximum distribution advantage
A smaller, more productive network can create greater strategic value than ubiquitous availability built on weak economics and limited control.
Strategic impact
Value realization changes the definition of progress
Milestones matter, but completed activity has limited meaning when the expected operational or economic outcome has not followed.
Research needs different economics from mature businesses
Demanding conventional certainty too early can eliminate important options before the technical and commercial questions are answerable.
What we observe
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.
Projects often survive because nobody defined the kill criteria
We frequently see R&D continue through organisational momentum even after the assumptions that originally justified it have weakened.