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 articleMacro area
Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
Discover the macroRelated capabilities
Business model strategy and design
Design business models that connect differentiated value with viable economics, scalability and durable value capture.
Business building and venture creation
Turn strategic opportunities into new businesses with validated demand, viable economics and a clear path to scale.
Product strategy
Define which products to build, whom they should serve and how they can create differentiated customer and business value.
Innovation and R&D strategy
Focus innovation and R&D investment on the technologies, capabilities and opportunities most likely to create future advantage.
Related industries
Editorial overview
Articles
Stress-testing the enterprise before disruption arrives
How realistic disruption simulations can expose hidden dependencies and reveal where resilience investment creates the greatest strategic value.
Read articleFocus
International scale depends on where work, assets and decisions are located
Footprint choices shape cost, responsiveness, control and exposure across countries, regions and operating units.
Operational intelligence matters when information changes execution in real time
Control systems become valuable when signals reveal deviation early enough for teams to intervene before performance deteriorates.
Strategic challenges
When software begins to exercise authority
Agentic systems force enterprises to redefine decision rights, accountability and intervention across automated workflows.
Which partnerships create leverage rather than another layer of coordination?
The challenge is distinguishing complementary relationships from alliances that add complexity without meaningful market advantage.
POV
Local efficiency can destroy end-to-end supply-chain performance
The right operating measure is how the full customer flow performs, not whether each function independently meets its target.
Zero trust is not a product category; treating it as one defeats the model
Its value comes from changing access assumptions and control architecture, not from assembling a branded technology stack.
Strategic impact
Aligned stakeholders turn formal change into coordinated action across the organization
Shared understanding of choices and trade-offs reduces friction between sponsorship, execution and daily adoption.
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.
What we observe
Security architectures often document ideal states that delivery teams cannot use
Principles lose value when patterns are too abstract, approvals too slow or implementation guidance remains incomplete.
Segmentation often describes consumers without changing strategy
We frequently see detailed personas that create little guidance about which customers, occasions or economics should actually be prioritised.