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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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.
Where does the business actually capture value?
Creating significant customer value does not guarantee attractive economics when suppliers, channels or customers capture a disproportionate share.
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.
Most markets contain more claims than actual differentiation
Competitors frequently converge on similar promises because communication evolves faster than the underlying business model or capabilities.
POV
A network is not stronger because it is larger
Growth becomes destructive when new units cannibalise existing demand or require economics that operators cannot sustain.
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.
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.
What we observe
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.
Expansion can conceal declining network quality
We frequently see location counts rise while sales density, franchisee returns or new-unit payback gradually deteriorate.