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 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.
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.
Strategic challenges
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.
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
Winning every competitive battle can destroy the market
A company can gain share and still lose economically when rivalry forces pricing, investment or service levels beyond sustainable returns.
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
Trade-offs make positioning stronger
Choosing which customers, attributes or economics not to optimise can create a more coherent and defensible basis for advantage.
The next constraint matters more than the last milestone
A company that solved product-market fit may immediately encounter distribution, economics, leadership or operational constraints.
What we observe
Companies often measure distribution by reach instead of productivity
We frequently see outlet counts and geographic coverage expand while revenue density, margin quality and partner economics deteriorate.
Companies often model markets without modelling reactions
We frequently see strategies built around expected customer outcomes while competitor retaliation, imitation and repositioning remain implicit.