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.
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
Execution failure often begins with strategy translation
Broad priorities become ambiguous initiatives when organisations do not define what must materially change for the strategy to work.
Scale changes the economics of customer access
As distribution expands, intermediary margins, inventory requirements and service costs can become as important as underlying product demand.
POV
On time and on budget can still be strategic failure
Perfect delivery creates little value when the initiative solves the wrong problem or the assumptions connecting it to strategy are false.
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 next constraint matters more than the last milestone
A company that solved product-market fit may immediately encounter distribution, economics, leadership or operational constraints.
Credibility comes from consistency between words and decisions
Stakeholders infer corporate priorities from investment, incentives and behaviour long before they accept the language used to describe them.
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.
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.