Scenario planning for a less predictable global economy
How leaders can use strategic foresight to test market, footprint and investment choices against multiple plausible futures.
Read articleMacro area
M&A strategy
Shape M&A strategy from portfolio rationale and target priorities through diligence, value creation and integration.
Discover the macroRelated capabilities
Post-merger integration strategy and transition roadmap
Define how two organizations should integrate after closing while preserving continuity and building the intended target model.
Synergy strategy and value realization
Convert expected deal synergies into measurable initiatives, ownership and execution pathways that translate combination into value.
Acquisition fit and readiness
Assess whether a target fits the acquirer strategically and whether the organization is genuinely ready to absorb the acquisition.
Deal risk and failure analysis
Identify the conditions that could prevent a deal from closing or undermine its strategic and economic logic after acquisition.
Related industries
Editorial 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
Third-party cyber exposure extends beyond vendors directly connected to the business
Suppliers, platforms and service providers create dependencies that can transmit disruption across enterprise boundaries.
Life sciences growth is colliding with a more fragmented global operating environment
Pricing pressure, regulatory divergence and geopolitical risk are rising just as AI and new therapeutic platforms expand scientific possibility.
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.
Cloud architecture can concentrate risk invisibly
Distributed technology can still depend on common regions, identities, control planes, providers or services that create systemic failure points.
POV
A roadmap is not a strategy if every stakeholder request can enter it
Product strategy requires exclusion: what not to build matters as much as what receives engineering capacity.
A subsidy can improve project returns and still weaken strategic flexibility
Green industrial policy should be assessed as part of competitive strategy, not simply as cheaper capital.
Strategic impact
AI security makes emerging technology risk visible before deployment scales
Clearer controls around models, data and access help organizations distinguish experimentation from unmanaged exposure.
Impact analysis turns geopolitical change into a usable enterprise view
Comparing developments through business exposure helps leadership prioritize markets, dependencies and strategic decisions.
What we observe
Scenario exercises often create narratives without changing any strategic choice
Rich stories add little when scenarios are not connected to investments, thresholds, contingencies or portfolio decisions.
Companies often export the home-market model with only superficial localization
Translation and minor product changes achieve little when customer behavior, economics or distribution logic differ materially.