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 articleRelated macro
Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
Discover the macroEditorial overview
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
Where does the industry actually make money?
Revenue and market share can obscure substantial differences in returns across activities, customer groups and positions in the value chain.
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
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.
Time changes the economics of strategic choice
Options that are attractive early in a decline can disappear as cash, customer confidence and organisational capacity deteriorate.
POV
Not every customer should want you
A B2B strategy becomes stronger when the value proposition is distinctive enough to be highly relevant to some customers and deliberately less relevant to others.
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
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.
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
Expansion can conceal declining network quality
We frequently see location counts rise while sales density, franchisee returns or new-unit payback gradually deteriorate.
Weak businesses are often protected by portfolio averages
We frequently see consolidated performance obscure businesses that consume capital and attention without a credible path to attractive returns.