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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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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What has to be true for this business to work?
The most useful venture plan identifies the small number of assumptions whose failure would make the opportunity economically or strategically unattractive.
What makes the next location worth opening?
Network growth creates value only when incremental demand, unit economics and strategic coverage justify the capital and complexity added.
Strategic challenges
Industry boundaries are becoming less reliable
Technology, convergence and new business models increasingly allow competitors from adjacent sectors to enter established value pools.
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
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.
Alignment is not agreement on a slide deck
The real test of enterprise strategy is whether business units make different decisions because the common strategic direction exists.
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.
Growth can hide deteriorating economics
Revenue can expand while promotions, acquisition spending and channel costs quietly reduce the value created by each additional customer.
What we observe
Companies often confuse uniqueness with relevance
We frequently see businesses emphasise differences customers can recognise but have little reason to value or pay for.
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.