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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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.
What are you choosing not to do?
A strategy becomes meaningful when priorities impose consequences on where capital, leadership attention and capabilities will not be allocated.
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.
The buyer is rarely one person
Economic users, technical evaluators, procurement and executives can value different outcomes and exercise influence at different stages.
POV
A feature request is evidence, not strategy
Building what customers ask for can improve a product while gradually destroying the differentiation that gave them a reason to choose it.
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
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.
Trade-offs make positioning stronger
Choosing which customers, attributes or economics not to optimise can create a more coherent and defensible basis for advantage.
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.
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.