When the business model does not travel
How leaders can decide what to standardize globally and what to localize across proposition, channels, economics and operations.
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Construction, engineering and building products
Create stronger project and portfolio economics as infrastructure demand, capacity constraints and delivery risk reshape construction markets.
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Articles
AI risk is becoming enterprise risk
Why governance of autonomous systems must connect technology controls with operational consequences, accountability and business appetite.
Read articleFocus
Critical minerals are becoming an industrial-policy problem as much as a mining one
Copper constraints, concentrated refining and export controls are pushing resource security into national and corporate strategy.
The car industry is becoming a software and semiconductor industry as well
EVs, software-defined vehicles and autonomy are shifting competitive advantage toward computing, architecture and continuous product evolution.
Strategic challenges
When does autonomous mobility become cheaper than human-operated transport?
The challenge is moving from technical capability to fleet economics that remain viable after vehicles, supervision, maintenance and infrastructure are counted.
Can telcos become technology companies without losing focus on connectivity?
The challenge is finding adjacent businesses with enough margin and differentiation to justify moving beyond the network core.
POV
Healthcare cannot hire its way out of every capacity problem
Persistent workforce scarcity makes operating-model redesign a clinical necessity, not merely an efficiency agenda.
Retail may soon compete for machine preference as well as human preference
If agents increasingly shortlist products, retailers will need to be legible and compelling to algorithms before the shopper ever arrives.
Strategic impact
Agentic AI is shifting software value from interfaces toward completed work
Products may increasingly compete on outcomes and orchestration rather than the number of seats, screens or workflow steps they support.
AI intermediaries could redistribute power across the platform economy
As agents compare and transact across services, traditional advantages in interface ownership may matter less than data, access and fulfillment.
What we observe
Health systems often digitize existing workflows instead of redesigning care delivery
Technology adds limited capacity when administrative burden, fragmented pathways and role boundaries remain structurally unchanged.
Travel companies often mistake post-pandemic pricing power for permanent demand strength
Exceptional willingness to spend can normalize, exposing propositions that relied more on scarcity and pent-up demand than differentiation.