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
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 exactly is the value supposed to appear?
Every strategic initiative should have a credible path from action to operational outcome and from that outcome to measurable economic value.
Which consumers are actually worth building for?
A large segment can still be strategically unattractive when acquisition cost, price sensitivity or weak retention undermine its economics.
Strategic challenges
Scale changes the economics of customer access
As distribution expands, intermediary margins, inventory requirements and service costs can become as important as underlying product demand.
Business models fail through interactions, not isolated components
Pricing, channels, delivery and cost structure can each appear rational while producing unattractive economics when combined.
POV
Alignment is not agreement on a slide deck
The real test of enterprise strategy is whether business units make different decisions because the common strategic direction exists.
Innovation theatre begins where strategic choice ends
A large pipeline of experiments is not evidence of innovation strength when the organisation cannot explain which future advantages it is trying to build.
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.
Synergy must exceed the cost of complexity
Shared customers, capabilities or infrastructure create value only when their benefits outweigh coordination, compromise and managerial overhead.
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.