Digital transformation after the transformation era
Why the next digital agenda is less about isolated programs and more about architecture, platforms, governance and measurable enterprise value.
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Food, beverage and food distribution
Protect margins and build resilient growth as input volatility, affordability and changing channels reshape food-system economics.
Discover the macroEditorial overview
Articles
Automation changes the economics of operations
Where robotics, autonomous operations and intelligent control can create material gains in throughput, safety and service performance.
Read articleFocus
AI is changing how platforms mediate discovery, transactions and competition
Marketplaces now face both tighter regulation and a new generation of AI intermediaries capable of reshaping how users reach digital services.
Chemical producers face a structural capacity problem, not just another weak cycle
New capacity, soft demand and regional energy differences are pushing commodity chemicals toward prolonged margin pressure.
Strategic challenges
What happens to SaaS when AI reduces the number of humans using software?
The challenge is redesigning pricing and product architecture when autonomous agents increasingly perform tasks instead of individual users.
Who owns the customer when the vehicle becomes a software platform?
The challenge is moving from one-time vehicle economics toward digital services without weakening affordability or product reliability.
POV
Retail may soon compete for machine preference as well as human preference
If agents increasingly shortlist products, retailers will need to be legible and compelling to algorithms before the shopper ever arrives.
The next factory advantage will come from orchestration, not another automation layer
Industrial leaders will separate themselves by connecting intelligence across the system rather than optimizing machines one at a time.
Strategic impact
Software-defined vehicles are changing where automotive value is created
Centralized architectures and remote updates move differentiation from mechanical features toward software, data and digital services.
Liquidity innovation is becoming part of private-capital portfolio strategy
Secondaries, continuation vehicles and alternative structures are increasingly used to manage duration and return capital without forced exits.
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.
Health systems often digitize existing workflows instead of redesigning care delivery
Technology adds limited capacity when administrative burden, fragmented pathways and role boundaries remain structurally unchanged.