BKB® is an integrated strategic system architecture

that defines:

  • how strategy is generated,
  • how it is constrained and validated,
  • how strategic initiatives are selected and prioritized, and
  • how strategy is executed structurally and organizationally.

BKB® does not claim ownership over classical strategy tools.
BKB® claims authorship over the original system logic that integrates, sequences, governs, and operationalizes those tools into a coherent, executable strategic decision framework.

the five BKB® Original Concepts

BKB® originality lies in the architecture formed by five proprietary concepts, each solving a distinct and non-overlapping strategic problem.

STRATEGY (re)GENERATION PROCESS the Company STRATEGIC BALANCE the Space of  STRATEGY READINESS 3-Levels Assessment VALUATION MODEL 4-Levels BKB® Organizational DESIGN TO STRUCTURE the Strategy Execution
S(re)GP - Strategy (re)Generation Process

1. STRATEGY (re)GENERATION PROCESS

represents the foundational methodological model upon which the Business Knowledge Builder BKB® strategic education program is built.

S(re)GP structures how companies generate, formalize, assume and execute business strategy in a consistent and experience-tested manner.

More precisely, S(re)GP is:

  • a process-based business model,
  • an integrated strategic framework (financial, strategic, marketing, operational),
  • a decision-making system, not merely an analytical toolkit,
  • a complete strategic cycle, covering: diagnosis → strategic options → decision → execution → feedback & learning.

Strategy (re)Generation
Process S(re)GP

Role: Strategic engine

Problem solved: How strategy is generated, regenerated, and governed over time

S(re)GP defines strategy as a continuous, controlled process, not a one-off exercise. It establishes how strategic intent, market intelligence, internal capabilities, and governance interact to produce a valid Strategy TO BE.

Strategy (re)Generation Process - 6 stages
Strategy (re)Generation Process - Complete Flowchart

2. the Company STRATEGIC BALANCE

This concept introduces Strategic Balance as a managerial and governance construct that explains how companies maximize long-term market value by maintaining a dynamic equilibrium between their Customer Value Proposition and the company Business Model.

Role: Value governance mechanism

Problem solved: How companies avoid strategic overreach or under-ambition

Strategic Balance formalizes the tension between:

  • Market opportunity vs execution capacity
  • Growth ambition vs operational stability

It ensures strategy remains sustainably executable, not theoretically attractive.

Strategic Balance - Dynamic Equilibrium between Customer Proposition and Business Model

3. the SPACE of STRATEGY READINESS

The Space of Strategy Readiness - mapping strategic initiatives

Role: Strategic feasibility filter

Problem solved:

Why many “good strategies” fail before execution

This concept defines the real strategic option space available to a company at a given moment, based on: capabilities, resources, constraints, organizational maturity

Strategy is not what is desired
— it is what the organization is ready to absorb and execute.

Strategic Scenario Valuation

4.  3-LEVELS ASSESSMENT VALUATION MODEL

Role: Strategic investment selection system

Problem solved:

Why organizations fund the wrong initiatives

BKB introduces a mandatory, sequential valuation logic:

  1. Investment viability (economic acceptability)
  2. Portfolio prioritization (competition within context)
  3. Strategic arbitration
         (competition across businesses and programs)

This prevents financial, portfolio, and strategic incoherence.

5. 4-Levels BKB® Organizational DESIGN TO STRUCTURE the Strategy Execution

4-Level BKB Organizational Design to Structure Strategy Execution