The new map of strategic dependencies
How raw materials, supply networks and technology competition are redefining where global enterprises remain exposed.
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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
Discover the macroEditorial overview
Articles
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 articleFocus
Strategic foresight tests decisions against futures that cannot be forecast precisely
The objective is to understand how different external conditions could alter assumptions, exposures and enterprise choices.
Country intelligence matters when local conditions change enterprise assumptions
Political, economic, regulatory and social dynamics shape market viability, operating continuity and investment logic.
Strategic challenges
How could a distant conflict become a material enterprise problem?
The challenge is tracing second- and third-order effects across connected systems before direct exposure becomes obvious.
Which sectors are being structurally reshaped by state intervention?
The challenge is distinguishing temporary support from policy regimes capable of changing competitive and investment economics.
POV
A dependency becomes strategic when someone else can weaponize it
The critical question is not how important an input is today, but whether external control can narrow enterprise options tomorrow.
Supplier diversification is meaningless when the network underneath is concentrated
Resilience depends on independent supply paths, not simply on having multiple contractual counterparties.
Strategic impact
Decision-focused intelligence connects external signals with strategic action
Translating developments into exposures and thresholds helps leadership decide when to invest, pause, hedge, exit or adapt.
Geoeconomic intelligence clarifies where trade exposure could alter competitiveness
Tracking policy and flow changes helps management assess implications for sourcing, pricing, investment and market access.
What we observe
Macro analysis often stops at forecasts instead of tracing business implications
Knowing where inflation or rates may move is insufficient if the effect on pricing, demand and funding remains unclear.
Organizations often discover strategic dependencies only after access is disrupted
Stable supply conditions can hide concentration for years when alternatives, ownership and switching barriers are poorly understood.