Small business strategy often gets framed in heroic terms—David vs. Goliath, the underdog facing off against corporate giants. But what if that’s the wrong story? I recently worked with a group of small agricultural producers exploring how to adapt in the face of market consolidation. They weren’t looking for a silver bullet—they were looking for a different playbook. And in that search, we found insights not just in business literature, but in biology and in an agile collaboration framework called Strategic Doing.
Rethinking Competition in Small Business Strategy
Michael Porter’s work on competitive advantage remains foundational: businesses either compete on cost or on differentiation. Large corporations have the scale to compete on cost. For small businesses, trying to win by being cheaper is a fast track to extinction. The better approach? Compete on identity, authenticity, and values. This is what sets apart a family farm from an industrial operation, or a craft brewery from a conglomerate.
It’s not just about standing apart; it’s about creating a different kind of value. Ron Adner’s concept of ecosystem strategy pushes us to look beyond the individual enterprise to the value web around it—customers, suppliers, partners, and collaborators. Small businesses can thrive by becoming indispensable nodes in these ecosystems.
Small Business Strategy as Ecosystem Design
One of the most overlooked aspects of small business strategy is how networks—not organizations—create resilience. In complex, fast-changing environments, collaboration isn’t just nice to have—it’s a competitive advantage. This is where Strategic Doing comes in.
Strategic Doing is an operating system for designing and guiding complex collaborations. Unlike traditional planning methods that assume hierarchy and control, Strategic Doing enables open networks to self-organize around shared outcomes. It encourages the development of “solid cores and porous boundaries
These networks don’t require top-down management; they need trust, clarity, and iterative action. That’s exactly what Strategic Doing is built for. It offers small businesses a way to behave more like adaptive ecosystems than rigid institutions.
Biology as a Strategic Lens for Small Businesses
The natural world offers powerful metaphors for strategy. In my recent article on Keystone Leadership, I introduced the idea that power doesn’t always come from scale. In ecosystems, keystone species—like beavers or sea stars—are small but essential. Remove them, and the entire system unravels.
The same applies to small businesses that serve critical roles in their communities or industries. The goal isn’t to dominate but to become irreplaceable. In the biological sense, this is about mutualism over predation—creating value for others so your presence becomes non-negotiable.
Diversity and Adaptability: Core to Small Business Strategy
Monocultures may be efficient, but they’re brittle. In contrast, biological systems thrive on diversity. The same holds true in the economy. Large corporations often rely on standardized systems and processes, which make them vulnerable to rapid shifts. Small businesses, by contrast, can pivot quickly, test new ideas, and adapt in real time.
In Resilience Thinking by Brian Walker and David Salt, the authors argue that the resilience of any system depends on its capacity to absorb disturbance and still retain its core function. Small businesses are uniquely equipped for this kind of resilience—especially when networked together.
Signals and the Social Side of Small Business Strategy
Strategy isn’t just economic—it’s behavioral. Evolutionary biologists Amotz and Avishag Zahavi introduced the concept of signaling as a way to communicate fitness. For small businesses, everything from brand voice to storefront design to community engagement is a signal. These aren’t just marketing tactics—they are expressions of values that create trust and loyalty.
This is the kind of value large corporations struggle to manufacture. Authenticity, by definition, can’t be scaled easily. Small businesses can use this to their advantage.
A New Story for Small Business Strategy
The prevailing small business strategy doesn’t need to be “beat the giants.” It can be “change the game.” That means finding niches, forming adaptive networks, becoming keystone players, and signaling value in ways that build durable, resilient ecosystems.
Small businesses aren’t just survivors—they’re system shapers. The challenge is to stop thinking like Davids and start thinking like beavers.