Third-party ecosystems are the new risk perimeter
How supplier, cyber and reputational exposures can propagate across extended enterprise networks faster than traditional controls can respond.
Read articleRelated macro
Digital marketplaces and platform economy
Build durable platform value as AI, regulation and changing network economics reshape discovery, monetization and digital intermediation.
Discover the macroEditorial overview
Articles
When strategic recovery requires more than cost cutting
How turnaround strategies can rebuild competitive position by resetting the portfolio, operating priorities and sources of future growth.
Read articleFocus
Life sciences growth is colliding with a more fragmented global operating environment
Pricing pressure, regulatory divergence and geopolitical risk are rising just as AI and new therapeutic platforms expand scientific possibility.
Industrial AI is moving from factory pilots into the operating system itself
Manufacturers are combining automation, physical AI and connected operations as productivity and resilience pressures intensify.
Strategic challenges
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.
Where should builders place capacity in an increasingly uneven construction cycle?
The challenge is reallocating labor and capital across sectors whose pipelines, economics and risk profiles are diverging sharply.
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.
The future of agriculture will not be solved by technology alone
Food production remains biological and local; innovation wins only when it survives weather, farmer economics and fragmented operating conditions.
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.
Grid capacity is becoming the scarce asset of the energy transition
Value increasingly sits in transmission, distribution and flexibility as power demand and renewable generation expand simultaneously.
What we observe
Energy strategies often add generation while treating the grid as someone else's problem
New supply creates limited value when transmission constraints, interconnection delays and inflexible demand prevent electricity from reaching users.
Distributors often respond to volatility by carrying more inventory everywhere
Broad stock increases protect service temporarily but can destroy working-capital productivity when demand and supplier risk vary by category.