When strategic recovery requires more than cost cutting
How turnaround strategies can rebuild competitive position by resetting the portfolio, operating priorities and sources of future growth.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Articles
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.
Read articleFocus
Which uncertainty is worth paying to resolve?
Early R&D should create knowledge that changes future choices, not simply advance projects because resources have already been committed.
Who actually needs to believe your corporate story?
Corporate positioning becomes strategic when it is designed around stakeholders whose choices materially affect the company's ability to execute.
Strategic challenges
Industry boundaries are becoming less reliable
Technology, convergence and new business models increasingly allow competitors from adjacent sectors to enter established value pools.
Stakeholders do not evaluate companies from the same starting point
A message that reassures investors may create concern among employees, regulators or communities if underlying interests are not understood.
POV
Scale does not rescue weak unit economics
A venture that loses value with every additional customer has a business-model problem, not a growth problem.
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
Structural change redistributes advantage
A shift in regulation, technology or bargaining power can move economic value between participants without changing total industry demand.
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
Corporate ventures often inherit too much of the parent
We frequently see new businesses constrained by processes, economics and incentives designed for an established operation rather than a venture.
Companies often benchmark peers instead of questioning the industry model
We frequently see strategy focused on outperforming incumbents while deeper changes are altering where future profit will be created.