Climate resilience becomes an asset and supply-chain issue
How physical risk, water constraints and natural-capital dependencies can reshape where companies operate and invest.
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Capital strategy
Align capital allocation, funding and investment priorities with strategy, risk, returns and long-term objectives.
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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
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Geopolitics
Assess geopolitical shifts, exposure and scenarios to inform strategy, investment, operations and market decisions.
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Sustainability and ESG
Integrate sustainability and ESG into strategy, operations, risk, capital decisions and performance management.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
Discover the macroRelated capabilities
Capital portfolio strategy
Shape a capital portfolio that balances returns, risk, investment horizons and strategic optionality across competing uses.
Global economic and macro intelligence
Interpret global growth, inflation, policy and economic cycles to understand changing business conditions across markets.
Geoeconomic disruption and trade exposure
Translate sanctions, tariffs and economic coercion into enterprise exposure across trade, sourcing, capital and market access.
Sustainability investment strategy
Prioritize sustainability investments across economic value, risk reduction, strategic relevance and transition timing.
Corporate portfolio strategy
Shape a portfolio of businesses that concentrates capital, capabilities and leadership attention where they create the most value.
Editorial overview
Articles
The AI-native operating model is coming into view
How enterprises can redesign processes, roles and technology around autonomous workflows without losing accountability or control.
Read articleFocus
Which revenue disappears rather than waits?
Some disruption only delays a transaction. Other disruption causes customers, contracts or future demand to move permanently elsewhere.
Entry partners shape economics, control and market access from day one
Distributors, alliances and local partners can accelerate access while introducing dependencies around incentives, data and customer ownership.
Strategic challenges
Can biopharma globalize innovation while regulation becomes more local?
The challenge is preserving global R&D and launch economics as pricing, supply and regulatory conditions diverge across major markets.
Industry context is harder to encode than industry data
Much of the knowledge behind specialist work sits in judgement, operating practices and relationships that datasets alone do not capture.
POV
A plan that cannot survive a changed assumption is not a plan; it is a forecast
Planning should reveal decision boundaries and consequences, not merely produce a more polished base case.
Reputation is rarely a communications problem at its core
Trust is usually damaged by what the enterprise did, not by how poorly the communications team explained it afterward.
Strategic impact
Changing the revenue model changes the business
Moving from transactions to subscriptions or outcomes affects cash flow, risk, capabilities and customer relationships far beyond pricing.
Systemic resilience depends on connections, not events
Understanding how exposures interact is often more valuable than predicting which individual shock will occur next.
What we observe
Centralisation is often mistaken for maturity
We frequently see analytics consolidated into one function even when decision ownership and domain knowledge remain distributed across the business.
Automakers often add digital features faster than they simplify vehicle architecture
Software complexity becomes expensive when legacy electronics, supplier structures and development cycles remain largely unchanged.