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 articleRelated macro
Public sector and public services
Improve public outcomes and institutional capacity as governments balance rising service demands with tighter fiscal and workforce constraints.
Discover the macroEditorial overview
Articles
The new map of strategic dependencies
How raw materials, supply networks and technology competition are redefining where global enterprises remain exposed.
Read articleFocus
Mobility services are being reshaped by automation, electrification and capacity economics
Autonomous fleets, digital platforms and changing infrastructure are altering how transport capacity is owned, dispatched and priced.
Commodity markets are trading geopolitics as much as physical supply and demand
Conflict, chokepoints, sanctions and strategic stockpiling are increasing the value of optionality across energy and resource markets.
Strategic challenges
Can banks modernize finance without creating faster forms of systemic risk?
The challenge is capturing AI and digital-asset efficiencies while managing concentration, cyber exposure and increasingly synchronized markets.
Can governments scale AI without scaling public-sector risk with it?
The challenge is moving beyond pilots while strengthening data governance, procurement, transparency and evidence that technology actually improves services.
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.
High oil prices can coexist with a weaker long-term oil thesis
Management should distinguish scarcity premiums from durable demand before translating today's market into tomorrow's capital plan.
Strategic impact
Portfolio restructuring is becoming central to chemical-sector competitiveness
Persistent overcapacity is forcing sharper choices across assets, geographies and product chains rather than reliance on cyclical recovery.
A fragmented cycle is rewarding construction players with flexible portfolios
Ability to shift toward stronger end markets matters more when manufacturing, commercial and institutional demand move in different directions.
What we observe
Software companies often add AI features while protecting pre-AI pricing assumptions
Copilots can improve the product while simultaneously undermining seat-based economics by reducing the human labor using it.
Agritech programs often underestimate how difficult adoption is at farm level
Technology can perform technically while failing commercially because margins, connectivity, skills and seasonal realities remain unforgiving.