Industrial policy is rewriting competitive economics
How subsidies, export controls and state intervention can alter the relative attractiveness of markets, technologies and investment locations.
Read articleMacro area
Change management and organizational effectiveness
Align people, structures and ways of working to make organizational change effective, durable and grounded.
Discover the macroRelated capabilities
Global operating model
Balance global integration with regional and local autonomy across decisions, capabilities and ways of working.
Organization design and role architecture
Design organizational structures and role architectures that create clearer accountability, ownership and execution.
Leadership systems and executive alignment
Build the leadership mechanisms and collective alignment required to turn enterprise priorities into coherent executive action.
Organizational accountability and management governance
Clarify managerial accountability, oversight and escalation so responsibility remains visible across the organization.
Related industries
Editorial overview
Articles
Global expansion needs a new playbook
Why country selection, market-entry sequencing and operating-model choices matter more as growth opportunities become more fragmented and politically complex.
Read articleFocus
What is your project forecast failing to tell you?
Reported variance explains the past. Commitments, productivity and schedule movement often reveal where performance is heading.
Does AI actually make the product better?
The relevant test is whether AI changes customer value or product capability, not whether another intelligent feature can be added.
Strategic challenges
What must integrate first for the deal thesis to remain credible?
The challenge is sequencing change around value drivers and critical dependencies instead of trying to combine everything at once.
Where does sustainability create a real competitive economic difference?
The challenge is distinguishing material cost or demand effects from initiatives whose economics remain marginal to the business.
POV
Most failed deals were not unknowable; they were insufficiently challenged
The discipline is to attack the investment case before the market, integration or balance sheet does it later.
If everything is critical, the prioritisation process has failed
A ranking that avoids difficult trade-offs preserves organisational comfort while leaving the real capital decision unresolved.
Strategic impact
Operational capability is becoming more important to real-estate returns
As easy repricing fades, value creation depends increasingly on occupancy, service, asset productivity and sector-specific operating expertise.
Enterprise impact analysis connects geopolitical risk with business consequence
Mapping events to exposures helps leadership prioritize scenarios, dependencies and decisions by materiality rather than visibility.
What we observe
Corporate ventures often inherit too much of the parent
We frequently see new businesses constrained by processes, economics and incentives designed for an established operation rather than a venture.
Supply networks often evolve through incremental decisions rather than deliberate design
New sites, suppliers and warehouses accumulate until cost and complexity reflect history more than current strategy.