The Ikana Business Review publishes original research, strategic frameworks, and market analysis on how modern businesses compete and grow. Most of it comes from our own field work. Some of the best of it does not.
If you have run something real, and learned something the rest of the field has not, we want to read it. We take operators, researchers, and practitioners seriously, and we edit them seriously too.
Explains a shift that just happened. Here is the new terrain.
A reusable model a reader can apply. Here is a tool.
A position you are willing to defend. Here is what you believe and why.
Where this is heading. Here is your bet, stated plainly.
You ran it. Here are the receipts, with the data attached.
We reject most pitches, and it is almost always for one of three reasons. Save yourself the wait by reading these first.
Not a summary of what the field already agrees on, and not a rewrite of a piece someone else published last quarter. If a reader could get the same idea from the first page of a search result, we are not the right home for it.
Field data, a documented engagement, a run experiment, a real cohort. Assertion is not evidence. If the claim rests on your judgment alone, say so plainly, and make the judgment worth the reader's trust.
Every Review answers "what do I do differently on Monday." A piece that only describes the world without changing how a founder acts in it belongs in a newsletter, not in the Review.
One form, ten minutes. We read every submission and respond either way, usually within two weeks.
Every pitch, by an editor, not a filter. You hear back either way, usually within two weeks.
If it is close, we come back with hard questions about your evidence before we commission anything.
Agreed angle, agreed Review type, agreed length and deadline, in writing.
Properly, and more than once. Expect the same rigor we apply to our own bylines.
Your name, your byline, your seal on the card. We distribute it across every channel we own.