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
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.
Who actually needs to believe your corporate story?
Corporate positioning becomes strategic when it is designed around stakeholders whose choices materially affect the company's ability to execute.
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.
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.
POV
Recurring revenue is not automatically better revenue
Predictability has little strategic value when retention is weak, servicing costs are high or the model transfers excessive risk to the provider.
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.
Strategic impact
Recovery requires subtraction before expansion
Removing structurally weak activities can release the capital and management attention required to rebuild stronger parts of the business.
Customer value and supplier value are not the same thing
A proposition can create substantial customer benefit while weak differentiation or bargaining power prevents the supplier from capturing much of it.
What we observe
Weak businesses are often protected by portfolio averages
We frequently see consolidated performance obscure businesses that consume capital and attention without a credible path to attractive returns.
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.