Good questions.
Decisions that hold.

Topic: 2026-10-10

Succession and capital: investors also buy the next decision

Succession and investment involve more than historical results. The question is whether the business can continue reliably after a handover. That requires understandable customer value, transferable relationships, suitable leadership and an explainable use of capital. Strategy connects these factors into a reasoned choice about the future.

Topic: 2026-07-06

Resilience strategy: practical readiness without permanent alarm

Resilience means sustaining important services under changed conditions or restoring them in an orderly way. It requires known dependencies, suitable alternatives and clear decisions during disruption. A resilient company need not answer every imaginable risk with an expensive reserve.

Topic: 2026-04-13

International expansion: the US, UK and EU are not a translation exercise

International expansion changes buyer access, contracts, delivery and economic assumptions. Translation helps communication but cannot replace a market choice. Test a specific entry case: one buyer type, one offer, one channel and a dependable path to delivery and payment.

Topic: 2026-02-09

AI strategy: choose the task before automating it

An AI strategy connects a suitable task with verifiable quality, data access and accountability. It does not begin with a list of models. The question is whether an application helps under real conditions, makes errors detectable and preserves human decisions where consequences or uncertainty require them.

Topic: 2025-12-01

Strategy execution: the business sits between the decision and the calendar

Strategy execution connects a reasoned choice with ownership, resources and recurring learning. A decision matters when it changes ordinary behavior. A few priorities with assigned capacity are often more useful than a long action list expected to fit around every existing commitment.

Topic: 2025-09-15

Innovation strategy: a good experiment may end the idea

Innovation strategy determines which uncertainties a company will deliberately explore. Experiments provide evidence for those choices. Their quality does not depend on keeping every idea alive. A credible early no can release capital and attention for a better opportunity.

Topic: 2025-07-07

B2B sales strategy: another meeting is not necessarily progress

B2B sales supports decisions involving multiple people, risks and approvals. A strategy connects suitable buyers with an understandable purchasing process. It looks beyond contacts and meetings to changes on the buyer’s side: clearer problems, agreed conditions and a meaningful next action.

Topic: 2025-04-14

The first 100 days of succession: trust needs visible choices

The first 100 days are a useful observation window, not a success formula. Successors need to understand the business while visibly exercising leadership. A good start combines listening, clear authority and a few reasoned choices. The number of changes is not a dependable measure of progress.

Topic: 2025-01-13

Family-business governance: clarity before things become personal

Governance defines who decides which matters, how decisions are overseen and how disputes are handled. Family businesses combine ownership, operating leadership and personal relationships. A useful framework makes these levels understandable without turning every routine choice into a committee project.

Topic: 2024-10-14

Pricing strategy: the work begins before the number

Pricing strategy connects customer value, scope and economics. It cannot be built solely by watching competitors’ prices. A company needs to understand buyer alternatives, included services and exceptions that consume contribution. Only then can it assess a price choice usefully.

Topic: 2024-07-01

Growth strategy: understand the limit before enlarging the market

Growth is a choice about more customers, different offers or new markets. Each route requires different capabilities. A useful growth strategy first identifies the current business constraint. Otherwise the company scales unreliable delivery, unsuitable orders or excessive service demands.

Topic: 2024-04-08

Cash and strategy: why a full order book is not enough

Strategic choices change when cash leaves a business and when it returns. Growth, payment terms and inventory can require cash before profit appears. An order book becomes useful only when considered alongside payment timing, obligations and available financing.

Topic: 2024-01-15

Scenario planning: stay useful when the forecast is wrong

Scenario planning prepares choices for different plausible developments. It replaces neither forecasting nor operating plans. Its value is identifying actions that work across conditions and observable signals that would justify a different choice. A few distinct scenarios are more useful than many nearly identical spreadsheets.

Topic: 2023-09-04

Using SWOT well: turn four boxes into a choice

A SWOT analysis organizes strengths, weaknesses, opportunities and threats. It becomes useful when those observations change a specific choice. The important work happens after filling the boxes: which strength fits an opportunity, which weakness makes an attractive option dangerous and which assumption needs testing?

Topic: 2023-05-15

Second generation: protect what works, change what constrains

The second generation needs its own strategy without dismissing past success. History explains why certain choices once made sense; it does not automatically determine what is right today. A shared view of customer value and economic constraints helps distinguish enduring values from habits.

Topic: 2023-02-13

The handover: separate ownership, leadership and family decisions

Ownership transfer and leadership change are different events. A good handover clarifies both without turning family relationships into an informal substitute for governance. The people involved need a timeline, understandable decision rights and a way to resolve conflict. Harmony cannot answer an authority question.

Topic: 2022-10-10

First generation: let the business become independent of its founder

A founder-led business becomes transferable when important decisions remain sound without the founder in the room. That does not require erasing its history. The next generation needs access to buying reasons, boundaries and decision logic. Personal knowledge must become a capability others can use.

Topic: 2022-06-06

Low-budget strategy: inexpensive choices are rarely comfortable

A low-budget strategy reduces the cost of resolving an important uncertainty. It is not a contest to spend the least. Customer interviews, clear service boundaries and a canceled project can require little cash and still matter substantially. The right action depends on the constraint.

Topic: 2022-02-14

Competitive strategy: a difference customers will pay for

Competitive strategy begins with a choice about where and how a company intends to compete. It requires a difference customers value and the business can deliver. Market analysis describes the landscape. Strategy selects a place in it and names the opportunities the company will deliberately leave alone.

Topic: 2021-08-16

Business Model Canvas: a map, not evidence

The Business Model Canvas makes the relationships between customer value, activities, resources and economics visible. Its value lies in a shared conversation. It does not replace customer research or choices about what to give up. A beautifully completed page can still contain nine sets of unproven assumptions.

Topic: 2021-05-03

Startup strategy: establish a reason to buy before scaling

A startup strategy connects a narrow customer group, an important problem and an economically viable way to solve it. Its first job is to identify the next assumption to test. An impressive market size does little good if the first customers have no reason to switch.