Designing the next business model before the current one plateaus
How companies can identify new value pools and build business models that combine differentiated customer value with scalable economics.
Read articleMacro area
Business resilience
Strengthen business resilience across operations, finance, supply chains, risk, governance and critical decisions.
Discover the macroRelated capabilities
Antifragility and adaptive systems
Design organisations and operating systems that can adapt, learn and strengthen through disruption and change.
Business and operational resilience
Strengthen the ability of critical business operations to withstand disruption, respond effectively and recover.
Ecosystem, supply chain and critical dependencies resilience
Strengthen resilience across suppliers, partners and critical external dependencies that sustain business operations.
Organizational and workforce resilience
Strengthen the people, leadership and organizational capacity required to sustain critical operations through disruption.
Related industries
Editorial overview
Articles
Supply chains need decision speed, not just visibility
How network design, inventory strategy and digital control systems can turn supply-chain data into faster operational action.
Read articleFocus
What should every AI application share?
Architecture becomes strategic when common capabilities are reusable across use cases rather than rebuilt around every new application.
Travel demand is normalizing as financial caution reaches higher-spending customers
The post-pandemic surge is giving way to more selective spending, increasing pressure on hospitality and travel operators to prove value.
Strategic challenges
Operational advantage is often visible before financial advantage
Facilities, hiring, automation and capacity decisions can reveal changing competitive capability before their effects reach reported results.
Which macro shifts are material enough to change enterprise assumptions?
The challenge is separating headline economic movement from the specific transmission channels that affect the business.
POV
A project should never become too committed to be challenged
Sunk cost, executive sponsorship and delivery momentum must not prevent leadership from reopening a deteriorating investment case.
A strong base case says almost nothing about resilience
Resilience is revealed by what remains possible when assumptions fail, cash tightens and several adverse conditions occur together.
Strategic impact
Network intelligence makes concentration and transmission risk more visible
Mapping suppliers, routes and shared dependencies helps management understand where disruption could cascade across the network.
A coherent cloud security model reduces gaps between platforms and operating teams
Common guardrails and ownership improve visibility across workloads without treating every environment as identical.
What we observe
Recovery plans often cut broadly before deciding what the business must preserve
Undifferentiated reductions can weaken revenue, service and critical capabilities while leaving structural losses intact.
Most competitor profiles become obsolete as soon as they are finished
We frequently see static descriptions of companies where strategic movement, changing capabilities and emerging behaviour matter more.