Driving Business Model Shifts and Market Expansion

Observation
Growth rarely comes from doing more of the same.
Yet most organisations are structured to do exactly that.

Context
Across telecom, industrial companies, cybersecurity and education, I have worked at the early stages of change—where new business opportunities are emerging, but not yet fully understood.

Often, these environments are:

• established

• successful

• and therefore more resistant to change

Selected transformations

• Telia — content payment services and SaaS

• Scania — service and uptime contracts, moving towards solution selling

• Crypto International — encryption to cybersecurity services

• DeLaval — capital equipment to subscription-based services

• Husqvarna Group —

  • expanding into digital aftermarket offerings

  • managing and positioning a global portfolio of five brands

• Johnson & Wales University (USA) — establishing presence in Sweden, market entry and brand positioning

What this required
These shifts were not primarily driven by urgency—but by anticipation.

They required recognising signals early and translating them into:

• new business models

• new revenue logic

• new ways of positioning offerings

• new ways of working

My role
I have typically worked where direction is not yet fully defined—helping identify what matters next and initiating the movement needed to act on it.

This includes shaping the direction, but equally enabling organisations to move—often in environments where change meets resistance.

Impact

• New revenue and service models established

• Earlier positioning in emerging business opportunities

• Stronger customer lifecycle and aftermarket focus

• Successful international market entry and global positioning

Strategic insight

In many organisations, the challenge is not seeing what is coming.
It is acting on it early enough.

The question for leadership is:

What are we already seeing—but not yet acting on?