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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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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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 does the business actually capture value?
Creating significant customer value does not guarantee attractive economics when suppliers, channels or customers capture a disproportionate share.
Strategic challenges
Execution failure often begins with strategy translation
Broad priorities become ambiguous initiatives when organisations do not define what must materially change for the strategy to work.
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
Maximum coverage is not maximum distribution advantage
A smaller, more productive network can create greater strategic value than ubiquitous availability built on weak economics and limited control.
Innovation theatre begins where strategic choice ends
A large pipeline of experiments is not evidence of innovation strength when the organisation cannot explain which future advantages it is trying to build.
Strategic impact
Structural change redistributes advantage
A shift in regulation, technology or bargaining power can move economic value between participants without changing total industry demand.
Research needs different economics from mature businesses
Demanding conventional certainty too early can eliminate important options before the technical and commercial questions are answerable.
What we observe
Companies often confuse stakeholder breadth with stakeholder importance
We frequently see long stakeholder lists without clear prioritisation of which relationships can materially affect strategic outcomes.
Strategic plans often contain decisions nobody actually made
We frequently see portfolios of initiatives presented as strategy without explicit choices about markets, advantage, economics or trade-offs.