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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Why should the customer choose you instead?
A positioning strategy becomes meaningful only when the answer changes customer preference under realistic competitive conditions.
Why does this business belong in the portfolio?
Ownership should have a strategic rationale beyond history, reported revenue or the cost and inconvenience of changing the portfolio.
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.
The buyer is rarely one person
Economic users, technical evaluators, procurement and executives can value different outcomes and exercise influence at different stages.
POV
You cannot position your way out of contradictory behaviour
A stronger narrative cannot compensate for decisions that consistently undermine the corporate position the organisation claims to hold.
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.
Strategic impact
Changing the revenue model changes the business
Moving from transactions to subscriptions or outcomes affects cash flow, risk, capabilities and customer relationships far beyond pricing.
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
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.
Startups often expand because they can, not because they should
We frequently see new products, segments and geographies added before the core growth engine has become sufficiently repeatable.