AI moves into the physical world
Why robotics and autonomous systems are becoming a strategic operating-model choice rather than a standalone technology investment.
Read articleMacro area
AI and autonomous systems
Shape AI and autonomous systems around business priorities, operating models, governance and measurable outcomes.
Discover the macroRelated capabilities
Agentic and autonomous workflows
Design agentic and autonomous workflows around decisions, processes, controls, human oversight and execution.
AI workflow and automation design
Redesign complex workflows around AI, automation and human judgement to improve how work moves.
AI decision systems and executive augmentation
Strengthen complex decisions with AI systems built to surface evidence, scenarios and trade-offs.
AI risk, security and reliability
Identify, test and reduce the risks that can make AI systems insecure, unreliable or operationally unsafe.
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
Does AI actually make the product better?
The relevant test is whether AI changes customer value or product capability, not whether another intelligent feature can be added.
Government AI adoption is moving faster than the governance needed to support it
Public agencies are deploying AI broadly while evaluation, procurement discipline and accountability remain uneven across government systems.
Strategic challenges
Where do stakeholder expectations materially constrain strategic freedom?
The challenge is distinguishing consequential expectations from pressure that is visible but unlikely to change enterprise outcomes.
What still justifies the distributor margin when information becomes transparent?
The challenge is proving value through availability, technical expertise and service rather than relying on product access alone.
POV
A transformation roadmap is not a calendar of projects
It should explain the causal sequence by which a small number of changes will produce a materially different enterprise.
Adding AI to every role is not a workforce strategy
The real question is which work should change, disappear or become more valuable once machines can perform part of it.
Strategic impact
Data-center strategy is becoming inseparable from energy strategy
Grid access, on-site generation and storage increasingly determine location economics as AI-driven computing demand expands.
Portfolio roles should determine investment
A growth product, retention product and harvesting product should not receive resources according to the same assumptions or success criteria.
What we observe
Target assessments often extrapolate recent growth without testing its underlying cause
Strong historical results can conceal customer concentration, weak differentiation or favorable conditions that may not persist.
Technology diligence often inventories systems without testing strategic consequence
A long application list adds little unless technical weaknesses are linked to growth, integration, cost or operational risk.