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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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 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.
What happens after your competitor responds?
A strategically attractive move can become economically destructive when the likely reactions of rivals are excluded from the decision.
Strategic challenges
Capital allocation is corporate strategy in its most tangible form
Budgets reveal which businesses the organisation actually believes in more clearly than portfolio narratives or strategic aspirations.
Innovation portfolios rarely fail from a shortage of ideas
The harder problem is concentrating enough talent and capital behind a limited number of opportunities to generate meaningful evidence.
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.
Not every customer should want you
A B2B strategy becomes stronger when the value proposition is distinctive enough to be highly relevant to some customers and deliberately less relevant to others.
Strategic impact
Trade-offs make positioning stronger
Choosing which customers, attributes or economics not to optimise can create a more coherent and defensible basis for advantage.
Portfolio roles should determine investment
A growth product, retention product and harvesting product should not receive resources according to the same assumptions or success criteria.
What we observe
Strategic portfolios rarely stop enough work
We frequently see new priorities added without removing initiatives whose original rationale has weakened or disappeared.
Large accounts can hide weak economics
We frequently see strategic importance assigned according to revenue while complexity, concessions and servicing requirements quietly erode value.