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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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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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.
Which customers are actually worth winning?
Revenue potential alone says little about attractiveness when bargaining power, acquisition effort, implementation and cost to serve vary materially.
Strategic challenges
A good idea is not yet a business
Customer enthusiasm can coexist with weak pricing, expensive acquisition or an operating model that becomes uneconomic at scale.
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
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.
A good business can still be the wrong asset to own
Corporate strategy should ask whether the parent is the best owner, not simply whether the underlying business is attractive.
Strategic impact
Evidence should determine when capital increases
Staged validation makes it possible to expand commitment only after the assumptions carrying the greatest risk have been tested.
Every channel should have a strategic role
Direct, wholesale, retail and digital routes create stronger systems when their roles are explicit rather than competing for the same demand.
What we observe
Segmentation often describes consumers without changing strategy
We frequently see detailed personas that create little guidance about which customers, occasions or economics should actually be prioritised.
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.