18 frameworks at degree and MBA level, including the core that Harvard, London Business School and Manchester have in common.
Stop fighting in a crowded market and go and create an uncontested one.
Why well-run companies lose to worse products — and why doing everything right is what kills them.
Why some industries are profitable for almost everyone in them and others are profitable for nobody.
Cheapest, different, or specialised — and the argument that trying to be two of them leaves you nowhere.
Breaking the business into the activities that add value, to find where your advantage actually lives.
Four sets of measures, because running a business on financials alone is driving by the rear-view mirror.
People, strategy, execution, cash. Every growing business is failing at one of them.
Seven things that have to line up — and the four everyone forgets are the ones that sink the plan.
Four questions that tell you whether a strength is actually an advantage, or just a thing you are quite good at.
There are a dozen of these and they answer different questions. Here is which one you actually want.
Two different jobs that the same person usually does badly at the same time.
Most businesses compete on being clever. The bigger advantage is being healthy, and almost nobody works on it.
What a board is actually for, in four jobs — and most owner-managed businesses do none of them.
Partners fall out over roles and money. The cause is usually three rings further in.