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 articleMacro area
Sustainability and ESG
Integrate sustainability and ESG into strategy, operations, risk, capital decisions and performance management.
Discover the macroRelated capabilities
Decarbonization strategy
Build a credible pathway to reduce emissions across operations, energy, supply chains, products and capital decisions.
Energy transition strategy
Understand how shifts in energy systems, technologies and economics should change strategic and investment choices.
Sustainability investment strategy
Prioritize sustainability investments across economic value, risk reduction, strategic relevance and transition timing.
Sustainability economics and competitiveness
Understand how sustainability shifts can change cost structures, margins, market positions and the basis of competition.
Related industries
Editorial overview
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
Crisis risk is defined by how quickly normal decision conditions disappear
Major events compress time, degrade information and force choices across operations, people, finance and reputation.
What happens after the AI prototype works?
Production introduces lifecycle, reliability and observability requirements that experimental environments are rarely designed to handle.
Strategic challenges
How should food companies plan when input volatility moves faster than pricing?
The challenge is protecting availability and margin while agricultural, energy and logistics costs transmit unevenly through the value chain.
Which scenarios would push the enterprise beyond acceptable limits?
The challenge is designing stresses severe enough to reveal vulnerability without turning analysis into implausible catastrophe.
POV
The most important diligence question is still whether the deal should exist
No amount of financial or operational analysis can rescue a transaction whose strategic logic was weak from the beginning.
Excess inventory is often a symptom, not the underlying problem
Stock should be reduced by improving the system that creates uncertainty, not by imposing lower targets on an unstable network.
Strategic impact
A clear transition roadmap links integration priorities with deal value drivers
Sequenced decisions on organization, systems and operations help management protect continuity while building the intended combined model.
A clear roadmap connects transformation priorities with sequence and dependency
Explicit milestones and choices help leadership understand what must happen first and where later change depends on earlier decisions.
What we observe
Stress tests often stop before management behaviour begins
We frequently see scenarios quantify the shock without modelling the actions, constraints and second-order effects that determine the eventual outcome.
Crisis plans often document procedures without testing executive trade-offs
Teams may know who to call while remaining unprepared for decisions involving shutdowns, disclosure, capital or stakeholder impact.