Scenario planning for a less predictable global economy
How leaders can use strategic foresight to test market, footprint and investment choices against multiple plausible futures.
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Oil and gas
Protect portfolio value and strategic flexibility as energy security, volatile markets and long-term transition reshape oil and gas economics.
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Articles
Partnerships become the fastest route to international scale
How companies can use distributors, alliances and local partners to expand access while preserving strategic control and regulatory readiness.
Read articleFocus
Banking is entering an era of faster markets and more programmable money
AI, tokenization and stablecoins are beginning to change trading, payments and financial infrastructure while regulation remains uneven.
AI is forcing software companies to question the economics of software itself
Agents can automate work previously performed inside applications, putting pressure on user-based pricing and established SaaS product boundaries.
Strategic challenges
Can autonomous operations scale beyond isolated high-performing plants?
The challenge is integrating intelligent systems across ageing assets, fragmented data and manufacturing networks with uneven maturity.
Who owns the customer when the vehicle becomes a software platform?
The challenge is moving from one-time vehicle economics toward digital services without weakening affordability or product reliability.
POV
Semiconductor sovereignty cannot be bought simply by building more fabs
Real autonomy requires an ecosystem across design, equipment, materials, manufacturing and packaging, not isolated domestic capacity.
Food supply can be globally abundant and commercially fragile at the same time
Aggregate availability matters less when the specific ingredient, route or origin a business depends on becomes constrained.
Strategic impact
A more selective traveler is making experience quality economically visible
Operators with differentiated service and stronger loyalty can better defend spend when customers begin questioning discretionary trips.
Operational capability is becoming more important to real-estate returns
As easy repricing fades, value creation depends increasingly on occupancy, service, asset productivity and sector-specific operating expertise.
What we observe
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.
Mining strategies often focus on reserves while underestimating midstream concentration
A diversified mine portfolio can still rely on highly concentrated processing capacity, creating a different form of strategic dependency.