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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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 happens after your competitor responds?
A strategically attractive move can become economically destructive when the likely reactions of rivals are excluded from the decision.
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.
Strategic challenges
Successful products can become strategically obsolete
Revenue may remain healthy after technology, customer behaviour or competitive alternatives have begun weakening a product's future role.
A good idea is not yet a business
Customer enthusiasm can coexist with weak pricing, expensive acquisition or an operating model that becomes uneconomic at scale.
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.
You cannot cut your way back to relevance
Cost discipline can create time, but sustainable recovery requires a business that customers still value and that can compete economically.
Strategic impact
Portfolio roles should determine investment
A growth product, retention product and harvesting product should not receive resources according to the same assumptions or success criteria.
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.
What we observe
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.
Companies often confuse stakeholder breadth with stakeholder importance
We frequently see long stakeholder lists without clear prioritisation of which relationships can materially affect strategic outcomes.