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
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.
Read articleFocus
Where does the industry actually make money?
Revenue and market share can obscure substantial differences in returns across activities, customer groups and positions in the value chain.
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
Advantage is always relative
A capability creates competitive advantage only when its value, scarcity and economics remain superior to the alternatives rivals can deploy.
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
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.
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.
Strategic impact
Structural change redistributes advantage
A shift in regulation, technology or bargaining power can move economic value between participants without changing total industry demand.
The strongest move may change the game
Competitive strategy can create more value by altering customer choice, economics or market structure than by outperforming rivals on established terms.
What we observe
Companies often redesign the proposition but preserve the economics
We frequently see new offers forced through legacy revenue, channel and operating models that undermine their intended advantage.
Strategic plans often contain decisions nobody actually made
We frequently see portfolios of initiatives presented as strategy without explicit choices about markets, advantage, economics or trade-offs.