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.
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Digital marketplaces and platform economy
Build durable platform value as AI, regulation and changing network economics reshape discovery, monetization and digital intermediation.
Discover the macroEditorial overview
Articles
The AI workforce is an operating-model question
How companies can redesign roles, skills and capacity around the work that AI should automate, augment or leave to people.
Read articleFocus
Industrial AI is moving from factory pilots into the operating system itself
Manufacturers are combining automation, physical AI and connected operations as productivity and resilience pressures intensify.
Retail is entering the age of value-seeking consumers and AI-mediated shopping
Price sensitivity remains structural while AI agents begin to influence product discovery, comparison and digital purchasing behavior.
Strategic challenges
Can telcos become technology companies without losing focus on connectivity?
The challenge is finding adjacent businesses with enough margin and differentiation to justify moving beyond the network core.
What happens when clients no longer want to pay for professional effort?
The challenge is shifting from labor-based pricing toward expertise and outcomes as AI compresses the time required for routine knowledge work.
POV
The cheapest freight lane is expensive when geopolitics closes it
Logistics economics increasingly need to price optionality and disruption, not just distance and contracted transport rates.
The next data-center shortage may be measured in megawatts, not buildings
Compute demand can grow faster than electricity infrastructure, making power access the defining competitive asset of the sector.
Strategic impact
Processing capacity is becoming as strategic as resource ownership
Supply security increasingly depends on smelting, refining and by-product recovery rather than simply securing additional mineral reserves.
Consumer pressure is forcing harder choices across brands, formats and price points
More granular demand patterns are exposing where portfolios genuinely earn preference and where scale merely protects legacy complexity.
What we observe
Chemical companies often wait for the cycle to fix problems that are structural
Capacity additions, regional cost disadvantages and commoditization can make historical margins impossible to recover through demand alone.
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.