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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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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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.
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.
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.
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.
Innovation theatre begins where strategic choice ends
A large pipeline of experiments is not evidence of innovation strength when the organisation cannot explain which future advantages it is trying to build.
Strategic impact
Every channel should have a strategic role
Direct, wholesale, retail and digital routes create stronger systems when their roles are explicit rather than competing for the same demand.
Evidence should determine when capital increases
Staged validation makes it possible to expand commitment only after the assumptions carrying the greatest risk have been tested.
What we observe
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.
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.