Resilience beyond business continuity
Why enterprises need to shift from static recovery plans to adaptive systems that connect operations, suppliers, people and critical dependencies.
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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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Climate resilience becomes an asset and supply-chain issue
How physical risk, water constraints and natural-capital dependencies can reshape where companies operate and invest.
Read articleFocus
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.
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.
Strategic challenges
How much agricultural risk can technology actually remove from the field?
The challenge is separating useful precision and biological innovation from solutions whose economics fail under real farm conditions.
Which chemical assets still deserve capital in a structurally oversupplied market?
The challenge is deciding where to defend scale, exit disadvantaged capacity or shift toward specialties with stronger economics.
POV
The next insurance advantage may come from deciding faster without pricing risk worse
AI can compress underwriting and claims cycles, but speed becomes dangerous if judgment and governance do not improve with it.
A distributor that only moves boxes is increasingly easy to bypass
The durable role sits in solving availability, complexity and service problems that manufacturers and digital channels handle poorly.
Strategic impact
AI is creating new roles for telecom networks beyond basic connectivity
Automated operations, edge services and sovereign infrastructure can expand the relevance of network assets when capabilities are genuinely differentiated.
New care models can shift scarce clinical capacity toward higher-value work
Virtual care, automation and redesigned pathways can change where patients are treated and which tasks require specialist intervention.
What we observe
Construction companies often manage backlog as if all revenue carries equal quality
Large order books can hide margin risk when labor scarcity, material inflation and project complexity differ materially by segment.
Food companies often manage commodity risk one input at a time
Weather, fertilizer, energy and logistics shocks can interact across categories, creating exposure that individual procurement models miss.