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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Which consumers are actually worth building for?
A large segment can still be strategically unattractive when acquisition cost, price sensitivity or weak retention undermine its economics.
How much distribution is actually enough?
Additional coverage creates value only while the incremental demand and strategic access justify the economics and complexity required to serve it.
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.
Capital allocation is corporate strategy in its most tangible form
Budgets reveal which businesses the organisation actually believes in more clearly than portfolio narratives or strategic aspirations.
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.
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
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.
Structural change redistributes advantage
A shift in regulation, technology or bargaining power can move economic value between participants without changing total industry demand.
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.
Companies often confuse uniqueness with relevance
We frequently see businesses emphasise differences customers can recognise but have little reason to value or pay for.