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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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.
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.
Strategic challenges
Execution failure often begins with strategy translation
Broad priorities become ambiguous initiatives when organisations do not define what must materially change for the strategy to work.
Growth changes the business before it proves the business
Hiring, infrastructure and market expansion can institutionalise assumptions that were never properly tested at smaller scale.
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.
Maximum coverage is not maximum distribution advantage
A smaller, more productive network can create greater strategic value than ubiquitous availability built on weak economics and limited control.
Strategic impact
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.
Value realization changes the definition of progress
Milestones matter, but completed activity has limited meaning when the expected operational or economic outcome has not followed.
What we observe
Cost reduction often reaches the wrong conclusion first
We frequently see visible expenses cut rapidly while structural complexity and economically weak products or customers remain untouched.
Expansion can conceal declining network quality
We frequently see location counts rise while sales density, franchisee returns or new-unit payback gradually deteriorate.