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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Articles
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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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.
How much distribution is actually enough?
Additional coverage creates value only while the incremental demand and strategic access justify the economics and complexity required to serve it.
Strategic challenges
A franchise model has two customers
The consumer proposition must remain attractive while the economics and operating model also work for the franchisee.
Innovation portfolios rarely fail from a shortage of ideas
The harder problem is concentrating enough talent and capital behind a limited number of opportunities to generate meaningful evidence.
POV
Scale does not rescue weak unit economics
A venture that loses value with every additional customer has a business-model problem, not a growth problem.
A good business can still be the wrong asset to own
Corporate strategy should ask whether the parent is the best owner, not simply whether the underlying business is attractive.
Strategic impact
The strongest move may change the game
Competitive strategy can create more value by altering customer choice, economics or market structure than by outperforming rivals on established terms.
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
Startups often expand because they can, not because they should
We frequently see new products, segments and geographies added before the core growth engine has become sufficiently repeatable.
Corporate ventures often inherit too much of the parent
We frequently see new businesses constrained by processes, economics and incentives designed for an established operation rather than a venture.