From AI pilots to enterprise performance
What separates companies that scale AI from those that accumulate experiments�and how operating models, economics and governance determine whether adoption creates measurable value.
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Power, utilities and renewable energy
Build resilient power-system value as electricity demand, renewables and grid constraints drive a new cycle of infrastructure investment.
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Articles
Finding growth where the market is actually moving
How market sizing, attractiveness and competitive-demand analysis can separate structural opportunity from headline growth.
Read articleFocus
Telecom operators still face the problem of turning network investment into growth
AI, network APIs and sovereign digital infrastructure create new opportunities, but connectivity economics remain difficult to escape.
AI is forcing software companies to question the economics of software itself
Agents can automate work previously performed inside applications, putting pressure on user-based pricing and established SaaS product boundaries.
Strategic challenges
Can power systems expand fast enough for the age of electricity?
The challenge is coordinating generation, networks, storage and flexible demand while connection queues already exceed available grid capacity.
Which fintech models survive when regulation catches up with innovation?
The challenge is building economic advantage once digital finance must meet higher standards for trust, reserves, governance and interoperability.
POV
AI will not fix biopharma economics by improving discovery alone
The larger productivity problem spans development, evidence, regulatory execution and the capital consumed before a medicine reaches patients.
The next real-estate cycle will reward operators as much as asset owners
When financial engineering contributes less to returns, property performance has to be created inside the asset itself.
Strategic impact
Digital public infrastructure can make services less dependent on institutional boundaries
Interoperable data, identity and AI can enable services organized around citizen needs rather than fragmented agency structures.
New care models can shift scarce clinical capacity toward higher-value work
Virtual care, automation and redesigned pathways can change where patients are treated and which tasks require specialist intervention.
What we observe
Software companies often add AI features while protecting pre-AI pricing assumptions
Copilots can improve the product while simultaneously undermining seat-based economics by reducing the human labor using it.
Private-capital portfolios often look diversified while underlying exposures converge
Shared borrowers, similar financing structures and overlapping strategies can create more correlation than fund-level labels suggest.