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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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.
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.
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.
The buyer is rarely one person
Economic users, technical evaluators, procurement and executives can value different outcomes and exercise influence at different stages.
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.
Scaling is not the reward for growth
Scale should follow evidence that the underlying system becomes stronger, not merely larger, as customers and complexity increase.
Strategic impact
Trade-offs make positioning stronger
Choosing which customers, attributes or economics not to optimise can create a more coherent and defensible basis for advantage.
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
Companies often benchmark peers instead of questioning the industry model
We frequently see strategy focused on outperforming incumbents while deeper changes are altering where future profit will be created.
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.