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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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
Where exactly is the value supposed to appear?
Every strategic initiative should have a credible path from action to operational outcome and from that outcome to measurable economic value.
What still deserves to be saved?
Recovery becomes possible when management distinguishes valuable businesses and capabilities from activities preserved mainly through history or optimism.
Strategic challenges
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.
A franchise model has two customers
The consumer proposition must remain attractive while the economics and operating model also work for the franchisee.
POV
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.
The best position today may sit in the wrong part of tomorrow's value chain
Strong execution cannot preserve advantage indefinitely when the underlying structure determining value capture is moving elsewhere.
Strategic impact
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.
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
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.
Strategic plans often contain decisions nobody actually made
We frequently see portfolios of initiatives presented as strategy without explicit choices about markets, advantage, economics or trade-offs.