Demand is fragmenting faster than most growth models
How companies can identify emerging demand pools, changing customer economics and new sources of willingness to pay.
Read articleMacro area
Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
Discover the macroRelated capabilities
Pricing and revenue management
Set and manage prices, discounts and monetization rules to improve revenue capture while reflecting demand and customer value.
Customer proposition strategy
Define compelling customer propositions around differentiated outcomes, credible value and the needs of priority segments.
Commercial engine and revenue operations
Connect marketing, sales and customer operations through the processes, data and governance that turn demand into revenue.
Commercial offer and portfolio strategy
Design a coherent portfolio of commercial offers around customer needs, economics, differentiation and manageable complexity.
Related industries
Editorial overview
Articles
Data as a reusable enterprise product
How stronger data foundations, governance and product thinking can turn fragmented information into a scalable source of decision advantage.
Read articleFocus
Country prioritization requires more than ranking market size and growth
Attractiveness depends on demand, economics, accessibility, competition and the strategic fit between the country and the business.
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.
Strategic challenges
When does paid social create demand, and when does it merely rent attention?
The challenge is separating genuine incremental acquisition from platform-attributed activity with weak downstream economics.
How does the business respond when digital evidence can no longer be assumed true?
The challenge is managing exposure where compromise, impersonation and manipulation affect both systems and trusted information.
POV
A long target list usually means the acquisition thesis is still too loose
Good screening should eliminate most companies quickly; selectivity is a sign that strategy is doing its job.
Centralized technology is not automatically a platform
Platformization earns its place only when reuse changes the economics or speed of delivering capabilities across the enterprise.
Strategic impact
Information integrity strengthens confidence in critical digital decisions
Provenance, verification and control mechanisms help organizations distinguish reliable information from manipulated signals.
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.
What we observe
Many capital scenarios are forecasts wearing different assumptions
We often see upside and downside cases change numbers without changing the decisions, priorities or strategic responses being tested.
Companies often watch interest rates while ignoring broader liquidity conditions
Funding risk can rise through market depth, currency pressure and investor behavior even before benchmark rates move materially.