What We Frequently Observe

Cost reduction often reaches the wrong conclusion first

We frequently see visible expenses cut rapidly while structural complexity and economically weak products or customers remain untouched.

2026 1 min read Author: KeynesMoore

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Focus

A large segment can still be strategically unattractive when acquisition cost, price sensitivity or weak retention undermine its economics.

Corporate positioning becomes strategic when it is designed around stakeholders whose choices materially affect the company's ability to execute.

Strategic challenges

The same person can make very different choices depending on need, context, urgency, channel and willingness to pay.

Options that are attractive early in a decline can disappear as cash, customer confidence and organisational capacity deteriorate.

POV

Building what customers ask for can improve a product while gradually destroying the differentiation that gave them a reason to choose it.

A venture that loses value with every additional customer has a business-model problem, not a growth problem.

Strategic impact

Shared customers, capabilities or infrastructure create value only when their benefits outweigh coordination, compromise and managerial overhead.

A strategy that leaves investment, talent and management attention essentially unchanged may be describing ambition rather than directing action.

What we observe

We frequently see detailed personas that create little guidance about which customers, occasions or economics should actually be prioritised.

We frequently see long stakeholder lists without clear prioritisation of which relationships can materially affect strategic outcomes.