The intelligence advantage in supply and procurement
Why supplier economics, procurement signals and supply-chain intelligence are becoming core inputs to strategic decision making.
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Technology, software and artificial intelligence
Build durable technology value as AI reshapes software economics, product architecture and the boundaries between models, platforms and applications.
Discover the macroEditorial overview
Articles
When transformation needs a reset
How leaders can recover stalled programs by simplifying the enterprise, reprioritizing economics and scaling only what delivers measurable value.
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Semiconductors now sit at the intersection of AI economics and national security
AI accelerators, advanced packaging and export controls are reshaping capital allocation across an industry already defined by geographic concentration.
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
How should traders price markets when physical disruption becomes political?
The challenge is separating temporary risk premia from structural changes in routes, inventories and access to strategic commodities.
Can biopharma globalize innovation while regulation becomes more local?
The challenge is preserving global R&D and launch economics as pricing, supply and regulatory conditions diverge across major markets.
POV
The billable hour is becoming harder to defend when the hour disappears
Professional services will need to price judgment and outcomes rather than preserve economics built around human effort that AI removes.
Owning the resource does not guarantee control of the supply chain
The strategic chokepoint may sit in refining, processing or trade policy rather than beneath the ground.
Strategic impact
Data-center strategy is becoming inseparable from energy strategy
Grid access, on-site generation and storage increasingly determine location economics as AI-driven computing demand expands.
Portfolio restructuring is becoming central to chemical-sector competitiveness
Persistent overcapacity is forcing sharper choices across assets, geographies and product chains rather than reliance on cyclical recovery.
What we observe
Construction companies often manage backlog as if all revenue carries equal quality
Large order books can hide margin risk when labor scarcity, material inflation and project complexity differ materially by segment.
CPG companies often defend every brand while consumer demand becomes more selective
Portfolio breadth can dilute investment when shoppers concentrate spending around clearer value and fewer meaningful differences.