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.
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What has to be true for this business to work?
The most useful venture plan identifies the small number of assumptions whose failure would make the opportunity economically or strategically unattractive.
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
Execution failure often begins with strategy translation
Broad priorities become ambiguous initiatives when organisations do not define what must materially change for the strategy to work.
A franchise model has two customers
The consumer proposition must remain attractive while the economics and operating model also work for the franchisee.
POV
Scaling is not the reward for growth
Scale should follow evidence that the underlying system becomes stronger, not merely larger, as customers and complexity increase.
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.
Strategic impact
The strongest move may change the game
Competitive strategy can create more value by altering customer choice, economics or market structure than by outperforming rivals on established terms.
The next constraint matters more than the last milestone
A company that solved product-market fit may immediately encounter distribution, economics, leadership or operational constraints.
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.
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.