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
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Who actually needs to believe your corporate story?
Corporate positioning becomes strategic when it is designed around stakeholders whose choices materially affect the company's ability to execute.
Where exactly is the value supposed to appear?
Every strategic initiative should have a credible path from action to operational outcome and from that outcome to measurable economic value.
Strategic challenges
Growth changes the business before it proves the business
Hiring, infrastructure and market expansion can institutionalise assumptions that were never properly tested at smaller scale.
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
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.
Not every customer should want you
A B2B strategy becomes stronger when the value proposition is distinctive enough to be highly relevant to some customers and deliberately less relevant to others.
Strategic impact
Recovery requires subtraction before expansion
Removing structurally weak activities can release the capital and management attention required to rebuild stronger parts of the business.
Changing the revenue model changes the business
Moving from transactions to subscriptions or outcomes affects cash flow, risk, capabilities and customer relationships far beyond pricing.
What we observe
Large accounts can hide weak economics
We frequently see strategic importance assigned according to revenue while complexity, concessions and servicing requirements quietly erode value.
Startups often expand because they can, not because they should
We frequently see new products, segments and geographies added before the core growth engine has become sufficiently repeatable.