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.
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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.
Which uncertainty is worth paying to resolve?
Early R&D should create knowledge that changes future choices, not simply advance projects because resources have already been committed.
Strategic challenges
Successful products can become strategically obsolete
Revenue may remain healthy after technology, customer behaviour or competitive alternatives have begun weakening a product's future role.
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
If competitors can copy the claim, the claim is not the advantage
Defensible positioning must eventually connect to capabilities, economics, assets or choices that are harder to replicate than language.
You cannot cut your way back to relevance
Cost discipline can create time, but sustainable recovery requires a business that customers still value and that can compete economically.
Strategic impact
Value realization changes the definition of progress
Milestones matter, but completed activity has limited meaning when the expected operational or economic outcome has not followed.
Recovery requires subtraction before expansion
Removing structurally weak activities can release the capital and management attention required to rebuild stronger parts of the business.
What we observe
Companies often confuse stakeholder breadth with stakeholder importance
We frequently see long stakeholder lists without clear prioritisation of which relationships can materially affect strategic outcomes.
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.