Protecting revenue when the operating system breaks
How companies can design for revenue and value continuity when shocks disrupt customers, channels, technology or supply.
Read articleMacro area
Analytics, data and decision systems
Turn data, analytics and decision systems into clearer insight, stronger choices and more effective execution.
Discover the macroRelated capabilities
Data products and information value
Turn enterprise data into reusable products designed around clear users, decisions and measurable information value.
Data strategy, foundations and AI readiness
Define the data strategy, foundations and priorities required to support analytics, AI and business transformation.
Data governance, information architecture and trust
Create trusted enterprise data through clear ownership, information architecture and embedded governance.
Analytics strategy, operating model and scale
Build the strategy and operating model required to make analytics a scalable enterprise capability.
Related industries
Editorial overview
Articles
Growth strategy after the easy growth is gone
How companies can identify the next growth arenas by integrating customer economics, channels, partnerships and portfolio choices.
Read articleFocus
Why does this business belong in the portfolio?
Ownership should have a strategic rationale beyond history, reported revenue or the cost and inconvenience of changing the portfolio.
International expansion tests which parts of the business model can travel
Customer needs, economics, regulation and channel structures determine what can remain consistent and what must adapt.
Strategic challenges
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.
Can leaders stay aligned when enterprise priorities collide with functional mandates?
The challenge is turning collective intent into consistent choices when trade-offs affect leaders differently.
POV
A succession plan without a ready successor is only a contingency document
Leadership continuity depends on credible readiness, not on whether a name has been entered into a planning template.
Market entry should earn commitment in stages
The business should increase capital and complexity only as evidence supports the next level of exposure.
Strategic impact
Lifecycle intelligence makes customer engagement more responsive to actual behavior
Behavioral triggers and customer states help align communication with acquisition, use, retention and reactivation contexts.
The next constraint matters more than the last milestone
A company that solved product-market fit may immediately encounter distribution, economics, leadership or operational constraints.
What we observe
AI search programs often chase prompts instead of strengthening source authority
Optimizing isolated queries matters little when underlying information is ambiguous, inconsistent or weakly evidenced.
The robot is often chosen before the problem is understood
We frequently see hardware decisions precede analysis of the task, environment and operating model the autonomous system must support.