A clear strategy still needs the capability to deliver what it promises. This article explores why managers must test whether the team has the skills, systems, judgement and connected strengths that give it a real right to win.

A good offer can still be hard for customers to recognise if the positioning is too broad or vague. This article explores why managers need to make positioning clear enough for customers to understand who the offer is for, when to choose it and why it stands apart from alternatives.

Customers may buy a product because it solves a practical problem, but they often choose, trust and stay because of something deeper. This article explores why managers need to look beyond features and function, and understand the confidence, reassurance, simplicity, trust or reduced risk that customers may value most.

A team can be sincere about helping customers, while still designing from the inside out. This article explores why managers need to test whether they are solving the customer’s real problem, or simply fitting the customer into the organisation’s existing product, process or preferred solution.

Many teams agree on broad ambition — growth, better customer experience, stronger performance — but still lack a shared understanding of what winning actually means. This article explores why strategy needs a practical definition of success, so managers can help teams connect effort to direction, value and the game they are really trying to win.

A team can genuinely want to help customers while still designing from the inside out. This article explores why managers need to test whether they are solving the customer's real problem or simply fitting the customer into the organisation's existing product, process or preferred solution.