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 are you choosing not to do?
A strategy becomes meaningful when priorities impose consequences on where capital, leadership attention and capabilities will not be allocated.
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
Stakeholders do not evaluate companies from the same starting point
A message that reassures investors may create concern among employees, regulators or communities if underlying interests are not understood.
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
A feature request is evidence, not strategy
Building what customers ask for can improve a product while gradually destroying the differentiation that gave them a reason to choose it.
On time and on budget can still be strategic failure
Perfect delivery creates little value when the initiative solves the wrong problem or the assumptions connecting it to strategy are false.
Strategic impact
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.
Trade-offs make positioning stronger
Choosing which customers, attributes or economics not to optimise can create a more coherent and defensible basis for advantage.
What we observe
Corporate ventures often inherit too much of the parent
We frequently see new businesses constrained by processes, economics and incentives designed for an established operation rather than a venture.
Projects often survive because nobody defined the kill criteria
We frequently see R&D continue through organisational momentum even after the assumptions that originally justified it have weakened.