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
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.
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Why should the customer choose you instead?
A positioning strategy becomes meaningful only when the answer changes customer preference under realistic competitive conditions.
Which customer problem deserves another year of investment?
Product resources are scarce, making the value and strategic importance of the problem more consequential than the length of the feature backlog.
Strategic challenges
Most markets contain more claims than actual differentiation
Competitors frequently converge on similar promises because communication evolves faster than the underlying business model or capabilities.
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
Maximum coverage is not maximum distribution advantage
A smaller, more productive network can create greater strategic value than ubiquitous availability built on weak economics and limited control.
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
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.
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
Roadmaps often preserve decisions nobody remembers making
We frequently see development capacity committed to accumulated requests without a current strategic rationale for why those priorities still matter.
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.