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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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
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Articles
The new map of strategic dependencies
How raw materials, supply networks and technology competition are redefining where global enterprises remain exposed.
Read articleFocus
Strategic intelligence matters only when external change alters enterprise choices
The objective is to connect geopolitical, economic and regulatory developments with concrete decisions on capital, markets and operations.
Strategic dependencies matter when external actors can constrain enterprise choices
Critical inputs, technologies, infrastructure and jurisdictions can become leverage points beyond management control.
Strategic challenges
Which energy and commodity moves could materially alter enterprise economics?
The challenge is distinguishing routine volatility from structural shifts that affect cost, supply or investment viability.
Where could technology rivalry constrain enterprise strategy or market access?
The challenge is identifying where policy, standards and ecosystem fragmentation could alter sourcing, investment or product choices.
POV
Industrial policy can change an industry's economics without changing customer demand
State intervention may redefine cost curves, capacity and competitive advantage before market fundamentals visibly move.
Distance from a conflict does not equal distance from its consequences
Modern enterprise exposure is shaped by network connections, not simply by physical proximity to the original shock.
Strategic impact
Materials intelligence makes supply concentration and substitution risk more visible
Mapping sources, processing and alternatives helps management assess where critical inputs may constrain operations or investment.
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.
What we observe
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.
Organizations often assess direct exposure and overlook systemic transmission
A business can be geographically distant from a conflict yet highly exposed through prices, suppliers, financing or infrastructure.