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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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.
Read articleFocus
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.
Why should the customer choose you instead?
A positioning strategy becomes meaningful only when the answer changes customer preference under realistic competitive conditions.
Strategic challenges
Business models fail through interactions, not isolated components
Pricing, channels, delivery and cost structure can each appear rational while producing unattractive economics when combined.
Innovation portfolios rarely fail from a shortage of ideas
The harder problem is concentrating enough talent and capital behind a limited number of opportunities to generate meaningful evidence.
POV
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.
Winning every competitive battle can destroy the market
A company can gain share and still lose economically when rivalry forces pricing, investment or service levels beyond sustainable returns.
Strategic impact
Research needs different economics from mature businesses
Demanding conventional certainty too early can eliminate important options before the technical and commercial questions are answerable.
Growth can hide deteriorating economics
Revenue can expand while promotions, acquisition spending and channel costs quietly reduce the value created by each additional customer.
What we observe
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.
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.