The new map of strategic dependencies
How raw materials, supply networks and technology competition are redefining where global enterprises remain exposed.
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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
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Articles
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.
Read articleFocus
Critical materials matter where supply concentration can constrain enterprise choices
Availability, processing capacity and sovereign control can reshape cost, continuity and strategic dependence.
Energy and commodity intelligence matters where price and supply shocks reshape economics
Markets can shift quickly through conflict, policy, weather, logistics and production decisions across concentrated supply systems.
Strategic challenges
Which hidden dependencies could disrupt multiple suppliers at once?
The challenge is identifying common nodes and sub-tier concentrations that conventional supplier mapping fails to reveal.
Which external dependencies could materially reduce strategic freedom?
The challenge is distinguishing routine reliance from concentrations that could constrain operations, investment or market access.
POV
Geopolitical risk is not a heat map; it is a chain of business consequences
The relevant question is how an external event reaches the enterprise, not how alarming it appears in isolation.
Price volatility is a symptom; structural dependence is the deeper risk
Enterprise decisions should account for supply architecture and substitutability, not only current commodity prices.
Strategic impact
Network intelligence makes concentration and transmission risk more visible
Mapping suppliers, routes and shared dependencies helps management understand where disruption could cascade across the network.
Commodity intelligence links market shifts with operational and financial exposure
Tracking supply, inventories and policy helps management understand where price or availability changes may become material.
What we observe
Companies often watch interest rates while ignoring broader liquidity conditions
Funding risk can rise through market depth, currency pressure and investor behavior even before benchmark rates move materially.
Companies often treat sanctions intelligence as a screening exercise only
Compliance identifies prohibited activity, but strategic exposure includes relationships that may become uneconomic before they become illegal.