Strategy in a world of overlapping disruptions
How leaders can make sharper choices on where to compete, where to invest and what to stop when multiple structural shifts hit at once.
Read articleMacro area
Sustainability and ESG
Integrate sustainability and ESG into strategy, operations, risk, capital decisions and performance management.
Discover the macroRelated capabilities
Climate and environmental risk and adaptation
Assess physical climate and environmental exposures and define adaptation priorities across assets, operations and supply chains.
Water and resource resilience
Strengthen resilience to water and resource constraints across operations, supply chains and future growth.
Nature, biodiversity and natural capital strategy
Integrate dependencies and impacts on nature, biodiversity and natural capital into strategic and investment decisions.
Sustainable operations and supply chains
Reduce environmental and social impact across operations and supply chains without separating sustainability from performance.
Related industries
Editorial overview
Articles
The next omnichannel growth model
How digital channels, marketplaces and physical networks can work as one commercial system rather than competing routes to the same customer.
Read articleFocus
Transformation strategy defines what must change and why it matters
The roadmap connects enterprise ambition with sequenced choices across operating model, capabilities, technology and investment.
Capital structure should balance financing cost, resilience and room to maneuver
Debt, equity, maturities and liquidity buffers shape both financing efficiency and strategic freedom.
Strategic challenges
Why do stated preferences diverge from actual consumer behavior?
The challenge is separating what consumers say from what they choose under real economic and social conditions.
What happens when AI agents begin choosing platforms on behalf of users?
The challenge is defending network effects when discovery and purchasing increasingly happen through interfaces the marketplace does not control.
POV
Cross-border complexity is rarely solved by adding another management layer
Governance works when authority is explicit; extra hierarchy often redistributes ambiguity rather than removing it.
A new structure is not an operating model
Moving reporting lines without redesigning decisions, capabilities and interfaces usually relocates dysfunction rather than removing it.
Strategic impact
Integrated planning makes demand and supply trade-offs visible earlier
Shared assumptions help teams identify shortages, excess and capacity pressure before they become operational problems.
A clear roadmap connects transformation priorities with sequence and dependency
Explicit milestones and choices help leadership understand what must happen first and where later change depends on earlier decisions.
What we observe
Compliance programs often react to rules after strategic choices are already fixed
Late interpretation can turn manageable policy change into costly redesign, delay or avoidable exposure.
Chip strategies often treat geographic diversification as if every fab were equivalent
Leading-edge capability depends on equipment, talent, packaging and supplier ecosystems that cannot be replicated by capital expenditure alone.