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.
Read articleFocus
Where does the business actually capture value?
Creating significant customer value does not guarantee attractive economics when suppliers, channels or customers capture a disproportionate share.
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
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.
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.
POV
You cannot position your way out of contradictory behaviour
A stronger narrative cannot compensate for decisions that consistently undermine the corporate position the organisation claims to hold.
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.
Research needs different economics from mature businesses
Demanding conventional certainty too early can eliminate important options before the technical and commercial questions are answerable.
What we observe
Companies often redesign the proposition but preserve the economics
We frequently see new offers forced through legacy revenue, channel and operating models that undermine their intended advantage.
Large accounts can hide weak economics
We frequently see strategic importance assigned according to revenue while complexity, concessions and servicing requirements quietly erode value.