What Should an Organization Refuse to Build?
Strategy becomes useful when it gives different specialists a shared direction, earns conviction, and makes its tradeoffs consequential.
6 posts on this topic
Strategy becomes useful when it gives different specialists a shared direction, earns conviction, and makes its tradeoffs consequential.
Kodak, Nokia, and BlackBerry show how durable advantages can constrain adaptation when markets change.
Microsoft shipped an enterprise Anthropic integration in weeks. They clearly can deliver frontier AI. So why does Copilot for 365 feel like a downgrade from a $20 subscription?
The specialty coffee industry solved price transparency. The harder problem, product metadata, remains relationship-gated. Across 35 suppliers, disclosure ranges from 1 to 13 attributes per listing. That gap is not an accident; it is an economic structure with beneficiaries.
The coffee belt is a useful heuristic, but the tails of the distribution reveal where quality, risk, and long-term value are really heading.
Citrini's viral doomsday report and Citadel's rebuttal are both missing the interesting question. If software isn't the moat anymore, what is?