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 articleMacro area
Capital strategy
Align capital allocation, funding and investment priorities with strategy, risk, returns and long-term objectives.
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Sustainability and ESG
Integrate sustainability and ESG into strategy, operations, risk, capital decisions and performance management.
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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
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Geopolitics
Assess geopolitical shifts, exposure and scenarios to inform strategy, investment, operations and market decisions.
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Analytics, data and decision systems
Turn data, analytics and decision systems into clearer insight, stronger choices and more effective execution.
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Infrastructure strategy and planning
Translate long-term business and system needs into infrastructure choices, capacity requirements and development pathways.
Climate and environmental risk and adaptation
Assess physical climate and environmental exposures and define adaptation priorities across assets, operations and supply chains.
Country and regional strategic intelligence
Build integrated intelligence on countries and regions to understand changing strategic conditions, actors and enterprise implications.
Political and regulatory instability impact
Translate political volatility and regulatory change into implications for market access, investment and operating conditions.
Scenarios, simulations and what-if analysis
Explore alternative futures, test critical assumptions and understand how decisions behave under changing conditions.
Editorial overview
Articles
When the business model does not travel
How leaders can decide what to standardize globally and what to localize across proposition, channels, economics and operations.
Read articleFocus
Critical skills are the capabilities the strategy cannot execute without
The task is identifying which expertise creates disproportionate value, where it sits and how exposed the organization is to losing it.
Workforce economics is about the cost and capacity behind real work
Labor spend only becomes meaningful when linked to productivity, demand, role mix and the amount of capacity the organization actually needs.
Strategic challenges
Which human tasks genuinely benefit from advanced augmentation?
The challenge is separating meaningful improvements in capability from interfaces that add novelty, friction or unnecessary cognitive load.
What information does the business actually need to run better?
The challenge is separating useful data from accumulated data while resolving ownership, quality and accessibility.
POV
Corporate neutrality has limits when states redefine economic activity as security
Businesses may eventually face strategic choices that cannot be solved through compliance or market diversification alone.
Circularity is not strategic if the economics only work with permanent subsidy
A sustainable model must create credible value across the lifecycle rather than shift environmental benefit into economic fragility.
Strategic impact
Trade exposure analysis connects policy shifts with enterprise economics
Mapping flows and dependencies helps management assess where tariffs, restrictions or retaliation could change competitiveness.
A clear marketing strategy aligns audiences, messages and investment priorities
Defined choices help teams coordinate brand and demand activity around the customers and behaviors that matter most.
What we observe
Compliance programs often react to rules after strategic choices are already fixed
Late interpretation can turn manageable policy change into costly redesign, delay or avoidable exposure.
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.