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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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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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.
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
Enterprise coherence does not require identical strategies
Different businesses can pursue distinct markets and economics while remaining aligned around a common corporate direction and contribution.
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 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
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.
Value realization changes the definition of progress
Milestones matter, but completed activity has limited meaning when the expected operational or economic outcome has not followed.
What we observe
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.
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.