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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Which uncertainty is worth paying to resolve?
Early R&D should create knowledge that changes future choices, not simply advance projects because resources have already been committed.
Which customers are actually worth winning?
Revenue potential alone says little about attractiveness when bargaining power, acquisition effort, implementation and cost to serve vary materially.
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.
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
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.
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.
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.
What we observe
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.
Weak businesses are often protected by portfolio averages
We frequently see consolidated performance obscure businesses that consume capital and attention without a credible path to attractive returns.