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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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 happens after your competitor responds?
A strategically attractive move can become economically destructive when the likely reactions of rivals are excluded from the decision.
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
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.
Time changes the economics of strategic choice
Options that are attractive early in a decline can disappear as cash, customer confidence and organisational capacity deteriorate.
POV
A feature request is evidence, not strategy
Building what customers ask for can improve a product while gradually destroying the differentiation that gave them a reason to choose it.
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
The strongest move may change the game
Competitive strategy can create more value by altering customer choice, economics or market structure than by outperforming rivals on established terms.
Every channel should have a strategic role
Direct, wholesale, retail and digital routes create stronger systems when their roles are explicit rather than competing for the same demand.
What we observe
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.
Projects often survive because nobody defined the kill criteria
We frequently see R&D continue through organisational momentum even after the assumptions that originally justified it have weakened.