Rethinking the capital-project portfolio
Why major projects need portfolio-level prioritization, stronger economics and more adaptive governance as cost, demand and risk shift.
Read articleMacro area
Sustainability and ESG
Integrate sustainability and ESG into strategy, operations, risk, capital decisions and performance management.
Discover the macroRelated capabilities
Green industrial policy and competitiveness
Assess how green industrial policies, incentives and trade measures can reshape economics, investment and competitive advantage.
Carbon economics and market intelligence
Understand how carbon prices, markets and policy mechanisms can reshape costs, investment economics and competitive position.
Sustainability policy and regulatory intelligence
Interpret sustainability policy and regulation early enough to shape strategy, operations and investment decisions.
Sustainability transition scenarios
Test strategy and investment against alternative sustainability transition pathways rather than relying on one assumed future.
Related industries
Editorial overview
Articles
Risk management when risks no longer arrive one at a time
How enterprises can connect emerging risks, vulnerabilities and stress scenarios to understand where exposures interact and amplify.
Read articleFocus
How is the competitor actually buying growth?
Revenue expansion can reflect stronger demand, broader distribution or increasingly expensive acquisition, with very different strategic implications.
What are all your investments betting on?
Capital commitments that appear diversified by project or business can remain exposed to the same economic, technological or market assumptions.
Strategic challenges
Complex programs fail between organisational boundaries
Cross-project dependencies can create systemic consequences even when individual components appear to be performing adequately.
Which legacy complexity still serves a valid business purpose?
The challenge is distinguishing necessary differentiation from inherited processes, systems and structures that survive mainly through history.
POV
The platform that owns the transaction may no longer own the customer journey
AI agents could separate discovery from execution, challenging one of the basic assumptions behind marketplace power.
A country can remain investable while becoming operationally difficult
Enterprise decisions should reflect how instability affects the specific business model, not rely on sovereign risk labels alone.
Strategic impact
Software-defined vehicles are changing where automotive value is created
Centralized architectures and remote updates move differentiation from mechanical features toward software, data and digital services.
Cross-border analysis makes jurisdiction-specific deal constraints visible earlier
Testing market access, governance and integration conditions helps buyers assess where geographic complexity changes the thesis.
What we observe
A smarter dashboard is still a dashboard
We often see decision augmentation reduced to summarisation and visualisation without redesigning how choices are actually evaluated.
Cross-functional forums often multiply meetings without solving coordination failures
More committees rarely fix unclear ownership, conflicting incentives or dependencies without an accountable integrator.