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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Articles
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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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 does the industry actually make money?
Revenue and market share can obscure substantial differences in returns across activities, customer groups and positions in the value chain.
Strategic challenges
Successful products can become strategically obsolete
Revenue may remain healthy after technology, customer behaviour or competitive alternatives have begun weakening a product's future role.
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
The best position today may sit in the wrong part of tomorrow's value chain
Strong execution cannot preserve advantage indefinitely when the underlying structure determining value capture is moving elsewhere.
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.
Strategic impact
The next constraint matters more than the last milestone
A company that solved product-market fit may immediately encounter distribution, economics, leadership or operational constraints.
Portfolio roles should determine investment
A growth product, retention product and harvesting product should not receive resources according to the same assumptions or success criteria.
What we observe
Roadmaps often preserve decisions nobody remembers making
We frequently see development capacity committed to accumulated requests without a current strategic rationale for why those priorities still matter.
Companies often measure distribution by reach instead of productivity
We frequently see outlet counts and geographic coverage expand while revenue density, margin quality and partner economics deteriorate.