The approach starts by identifying the few capabilities that genuinely differentiate the firm, then aligns investment, structure, and talent to strengthen them. Products come and go; a capability like rapid design iteration or superior supply orchestration compounds over time and travels across markets.
This lens reframes strategy questions. Instead of asking only which markets to enter, leaders ask which capabilities to own, which to partner for, and which to let others provide. The answer shapes where the firm competes and how it defends its ground.