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
Building an early-warning system for global volatility
How companies can connect macroeconomic, geopolitical and market signals to identify emerging shocks before they reshape enterprise decisions.
Read articleFocus
Capital flows transmit global stress faster than operating markets often reveal
Rates, liquidity, currencies and investor risk appetite can alter financing conditions across countries and sectors quickly.
Technology competition is increasingly shaped by states as well as markets
Controls, subsidies, standards and strategic investment are redefining where firms can access capabilities and compete.
Strategic challenges
Which geopolitical risks could materially change the enterprise outlook?
The challenge is distinguishing high-profile events from developments that actually intersect with business dependencies.
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.
POV
A macro forecast has little value if the enterprise cannot explain its sensitivity
The strategic question is not where the economy moves, but which business assumptions break when it does.
An early warning that triggers no decision is just earlier information
The value of foresight lies in preserving options before volatility removes them, not in identifying change first.
Strategic impact
Financial-system intelligence clarifies where external stress may constrain capital
Tracking flows and funding conditions helps leadership assess refinancing, investment and currency exposure before markets tighten.
Dependency intelligence clarifies where external control could become material
Mapping concentration, substitutability and ownership helps leadership identify exposures that ordinary sourcing analysis misses.
What we observe
Companies often treat industrial policy as a funding opportunity rather than a market force
Subsidies can change capacity, pricing and competition even for businesses that never receive direct government support.
Companies often analyze technology competition as if it were purely commercial
Market leadership can become secondary when governments influence capital, standards, exports and strategic supply chains.