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
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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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.
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
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.
Advantage is always relative
A capability creates competitive advantage only when its value, scarcity and economics remain superior to the alternatives rivals can deploy.
POV
Recurring revenue is not automatically better revenue
Predictability has little strategic value when retention is weak, servicing costs are high or the model transfers excessive risk to the provider.
Scaling is not the reward for growth
Scale should follow evidence that the underlying system becomes stronger, not merely larger, as customers and complexity increase.
Strategic impact
Strategic choices should change resource allocation
A strategy that leaves investment, talent and management attention essentially unchanged may be describing ambition rather than directing action.
Customer value and supplier value are not the same thing
A proposition can create substantial customer benefit while weak differentiation or bargaining power prevents the supplier from capturing much of it.
What we observe
Segmentation often describes consumers without changing strategy
We frequently see detailed personas that create little guidance about which customers, occasions or economics should actually be prioritised.
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.