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 articleMacro area
Customer, market and demand intelligence
Build customer, market and demand intelligence to understand behavior, shifts, opportunities and commercial priorities.
Discover the macroRelated capabilities
Market segmentation and demand pools
Reveal distinct pools of market demand and the different needs, behaviors and economics that shape each opportunity.
Customer value and segmentation
Segment customers around meaningful differences in needs, economics and value to sharpen strategic and commercial choices.
Price and value perception
Understand how customers interpret price and value and what changes willingness to pay, consideration and choice.
Demand forecasting and signals
Anticipate how demand may evolve by connecting historical patterns with emerging market, customer and economic signals.
Related industries
Editorial overview
Articles
Planning for uncertainty with simulation and optimization
How companies can move beyond point forecasts by combining scenarios, predictive models and optimization to improve decisions under volatile conditions.
Read articleFocus
Emerging risk requires sensing change before conventional indicators become obvious
Weak signals across markets, technology, policy and operations can expose assumptions before established risk metrics move.
Sustainability becomes strategic when it changes relative enterprise economics
Energy, resources, regulation and customer expectations can alter cost structures, demand and competitive position.
Strategic challenges
Which categories deserve a different sourcing and supplier model?
The challenge is distinguishing categories by economics, risk and strategic importance rather than managing all spend the same way.
Which organic visibility represents meaningful demand rather than ranking volume?
The challenge is focusing search activity on topics and users that matter instead of maximizing impressions and keyword counts.
POV
Change stalls less from resistance than from alignment that was never built
Treating resistance as a people problem often conceals unclear trade-offs, weak sponsorship and weak accountability.
The biggest strategic risk is often an assumption nobody is questioning
Leadership should worry less about known risks than about beliefs embedded in strategy that have stopped being tested.
Strategic impact
Changing the revenue model changes the business
Moving from transactions to subscriptions or outcomes affects cash flow, risk, capabilities and customer relationships far beyond pricing.
Portfolio restructuring is becoming central to chemical-sector competitiveness
Persistent overcapacity is forcing sharper choices across assets, geographies and product chains rather than reliance on cyclical recovery.
What we observe
Trade risk is often assessed after policy changes have already affected economics
Companies can remain exposed for years when supplier, market and investment decisions assume stable trade relationships.
Web applications often become difficult to change because boundaries erode slowly
Incremental features and shortcuts create tight coupling until routine updates require disproportionate testing and coordination.