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
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
What still deserves to be saved?
Recovery becomes possible when management distinguishes valuable businesses and capabilities from activities preserved mainly through history or optimism.
What are you choosing not to do?
A strategy becomes meaningful when priorities impose consequences on where capital, leadership attention and capabilities will not be allocated.
Strategic challenges
Stakeholders do not evaluate companies from the same starting point
A message that reassures investors may create concern among employees, regulators or communities if underlying interests are not understood.
Enterprise coherence does not require identical strategies
Different businesses can pursue distinct markets and economics while remaining aligned around a common corporate direction and contribution.
POV
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.
The best position today may sit in the wrong part of tomorrow's value chain
Strong execution cannot preserve advantage indefinitely when the underlying structure determining value capture is moving elsewhere.
Strategic impact
Strategic choices should change resource allocation
A strategy that leaves investment, talent and management attention essentially unchanged may be describing ambition rather than directing action.
The next constraint matters more than the last milestone
A company that solved product-market fit may immediately encounter distribution, economics, leadership or operational constraints.
What we 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.
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.