The intelligence advantage in supply and procurement
Why supplier economics, procurement signals and supply-chain intelligence are becoming core inputs to strategic decision making.
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Semiconductors and microelectronics
Capture value from accelerating compute demand while navigating cycles, capital intensity and strategic fragmentation across the semiconductor ecosystem.
Discover the macroEditorial overview
Articles
Automation changes the economics of operations
Where robotics, autonomous operations and intelligent control can create material gains in throughput, safety and service performance.
Read articleFocus
Agriculture is entering another cycle where weather and technology collide
Climate volatility, fertilizer exposure and new agritech tools are changing how producers manage yield, input economics and uncertainty.
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
Can data-center growth outrun the power systems required to support it?
The challenge is securing energy, land and connectivity while AI workloads raise density and shorten infrastructure planning horizons.
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
The energy transition may be constrained less by generation than by connection
Building renewables is becoming easier than moving power through networks that were never designed for today's scale of change.
Private markets cannot treat liquidity as somebody else's problem forever
As hold periods extend, the ability to manufacture credible exits becomes as important as the ability to originate deals.
Strategic impact
AI is moving deeper into underwriting and claims decision workflows
Better data and automation can change operating economics, but only where legacy systems and risk governance can support scaled deployment.
Consumer pressure is forcing harder choices across brands, formats and price points
More granular demand patterns are exposing where portfolios genuinely earn preference and where scale merely protects legacy complexity.
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.
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.