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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What has to be true for this business to work?
The most useful venture plan identifies the small number of assumptions whose failure would make the opportunity economically or strategically unattractive.
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
Growth changes the business before it proves the business
Hiring, infrastructure and market expansion can institutionalise assumptions that were never properly tested at smaller scale.
The buyer is rarely one person
Economic users, technical evaluators, procurement and executives can value different outcomes and exercise influence at different stages.
POV
Scale does not rescue weak unit economics
A venture that loses value with every additional customer has a business-model problem, not a growth problem.
You cannot position your way out of contradictory behaviour
A stronger narrative cannot compensate for decisions that consistently undermine the corporate position the organisation claims to hold.
Strategic impact
Changing the revenue model changes the business
Moving from transactions to subscriptions or outcomes affects cash flow, risk, capabilities and customer relationships far beyond pricing.
Synergy must exceed the cost of complexity
Shared customers, capabilities or infrastructure create value only when their benefits outweigh coordination, compromise and managerial overhead.
What we observe
Companies often model markets without modelling reactions
We frequently see strategies built around expected customer outcomes while competitor retaliation, imitation and repositioning remain implicit.
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.