Industrial policy is rewriting competitive economics
How subsidies, export controls and state intervention can alter the relative attractiveness of markets, technologies and investment locations.
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Banking and capital markets
Strengthen financial performance and strategic position as technology, regulation and changing market economics reshape banking and capital markets.
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Articles
Rethinking the capital-project portfolio
Why major projects need portfolio-level prioritization, stronger economics and more adaptive governance as cost, demand and risk shift.
Read articleFocus
Food economics remain unusually exposed to weather, energy and logistics shocks
Commodity supply may look broadly adequate while individual categories face sharp volatility from climate, fertilizer and transport disruption.
Mobility services are being reshaped by automation, electrification and capacity economics
Autonomous fleets, digital platforms and changing infrastructure are altering how transport capacity is owned, dispatched and priced.
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.
Which property sectors deserve capital when performance diverges this sharply?
The challenge is comparing traditional assets with data centers, living, healthcare and other operational sectors under different demand and risk conditions.
POV
Construction backlog is not demand quality
In a K-shaped market, project selection and execution capacity matter more than simply keeping the order book full.
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.
Strategic impact
Distribution advantage is shifting toward inventory intelligence and service depth
Better demand visibility and differentiated support can improve working-capital economics while protecting relevance against direct and digital channels.
A fragmented cycle is rewarding construction players with flexible portfolios
Ability to shift toward stronger end markets matters more when manufacturing, commercial and institutional demand move in different directions.
What we observe
Food companies often manage commodity risk one input at a time
Weather, fertilizer, energy and logistics shocks can interact across categories, creating exposure that individual procurement models miss.
Automakers often add digital features faster than they simplify vehicle architecture
Software complexity becomes expensive when legacy electronics, supplier structures and development cycles remain largely unchanged.