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
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.
Read articleFocus
Which consumers are actually worth building for?
A large segment can still be strategically unattractive when acquisition cost, price sensitivity or weak retention undermine its economics.
Which customers are actually worth winning?
Revenue potential alone says little about attractiveness when bargaining power, acquisition effort, implementation and cost to serve vary materially.
Strategic challenges
Business models fail through interactions, not isolated components
Pricing, channels, delivery and cost structure can each appear rational while producing unattractive economics when combined.
Enterprise coherence does not require identical strategies
Different businesses can pursue distinct markets and economics while remaining aligned around a common corporate direction and contribution.
POV
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.
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
Recovery requires subtraction before expansion
Removing structurally weak activities can release the capital and management attention required to rebuild stronger parts of the business.
Format is a strategic variable
Store size, assortment, service model and location type can change capital intensity, customer missions and network economics.
What we observe
Companies often confuse uniqueness with relevance
We frequently see businesses emphasise differences customers can recognise but have little reason to value or pay for.
Large accounts can hide weak economics
We frequently see strategic importance assigned according to revenue while complexity, concessions and servicing requirements quietly erode value.