Strategy in a world of overlapping disruptions
How leaders can make sharper choices on where to compete, where to invest and what to stop when multiple structural shifts hit at once.
Read articleMacro area
Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
Discover the macroRelated capabilities
Turnaround and strategic recovery
Stabilize performance, confront structural weaknesses and rebuild a credible path to sustainable business recovery.
Corporate portfolio strategy
Shape a portfolio of businesses that concentrates capital, capabilities and leadership attention where they create the most value.
Competitive positioning and differentiation strategy
Define a competitive position customers value, competitors struggle to replicate and the business can sustain.
Strategy execution and value realization
Turn strategic choices into coordinated action, measurable outcomes and value that reaches the business.
Related industries
Editorial overview
Articles
The operating model is the strategy
Why organizational structure, decision rights and cross-functional coordination increasingly determine whether strategic priorities translate into performance.
Read articleFocus
Geography still determines how geopolitical shocks reach the enterprise
Location shapes exposure to conflict, infrastructure, trade routes, political blocs and regional economic contagion.
Operational intelligence matters when information changes execution in real time
Control systems become valuable when signals reveal deviation early enough for teams to intervene before performance deteriorates.
Strategic challenges
Which marketing decisions are stable enough to automate safely?
The challenge is separating repeatable rules from situations where context and judgment still materially affect the outcome.
Where would an energy or materials shock hit the business first?
The challenge is tracing direct and indirect exposure across inputs, suppliers, logistics, pricing and customer demand.
POV
A feature request is evidence, not strategy
Building what customers ask for can improve a product while gradually destroying the differentiation that gave them a reason to choose it.
If an AI system cannot fail safely, it is not reliable
Accuracy under normal conditions matters less when one uncontrolled failure can trigger actions the organisation cannot contain.
Strategic impact
Unmet demand is not always an opportunity
A visible customer problem only becomes strategically attractive when urgency, economics and willingness to change are strong enough.
Strategic workforce planning makes future capability and capacity gaps explicit
Scenario-based demand analysis helps leadership anticipate where to build, buy, redeploy or reshape workforce supply.
What we observe
Partner counts are a poor measure of ecosystem strength
We frequently see large alliance portfolios where only a small number of relationships produce meaningful access, integration or economic value.
Organizations often improve reporting volume without improving decision quality
More dashboards and metrics add little when information is late, poorly framed or disconnected from actual choices.