Finding growth where the market is actually moving
How market sizing, attractiveness and competitive-demand analysis can separate structural opportunity from headline growth.
Read articleMacro area
Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
Discover the macroRelated capabilities
Pricing and revenue management
Set and manage prices, discounts and monetization rules to improve revenue capture while reflecting demand and customer value.
Customer proposition strategy
Define compelling customer propositions around differentiated outcomes, credible value and the needs of priority segments.
Commercial engine and revenue operations
Connect marketing, sales and customer operations through the processes, data and governance that turn demand into revenue.
Commercial offer and portfolio strategy
Design a coherent portfolio of commercial offers around customer needs, economics, differentiation and manageable complexity.
Related industries
Editorial overview
Articles
When the business model does not travel
How leaders can decide what to standardize globally and what to localize across proposition, channels, economics and operations.
Read articleFocus
Enterprise applications should simplify work rather than digitize internal complexity
Development must translate operating requirements into systems that support decisions, workflows and control at scale.
What happens after your competitor responds?
A strategically attractive move can become economically destructive when the likely reactions of rivals are excluded from the decision.
Strategic challenges
The second-order effect is often the real disruption
A shock may begin in energy, geopolitics or infrastructure but become material through suppliers, customers, financing or workforce behaviour.
How fast can a SaaS product evolve without increasing operational fragility?
The challenge is scaling features, tenants and integrations while keeping architecture and operating complexity under control.
POV
The telco-to-techco story still needs to prove its economics
Connectivity may look strategically unexciting, but moving into lower-margin technology services is not automatically a better business.
Supplier diversification is not resilience when every shipment uses the same chokepoint
True redundancy requires understanding shared infrastructure dependencies, not simply increasing the number of counterparties.
Strategic impact
Sales productivity improves when effort follows opportunity quality
Clear coverage, process and decision support help teams concentrate time on accounts, actions and stages with higher commercial value.
AI is shifting semiconductor investment from capacity toward system capability
Competitive advantage increasingly spans accelerators, memory, packaging, interconnects and ecosystem partnerships rather than wafer volume alone.
What we observe
A green dashboard can coexist with a deteriorating project
We often find optimistic forecasts maintained despite disappearing float, weak productivity and accumulating future commitments.
Offer portfolios often expand because removing products is harder than adding them
Legacy offers accumulate even when demand, margins or strategic relevance have weakened materially.