Rethinking the capital-project portfolio
Why major projects need portfolio-level prioritization, stronger economics and more adaptive governance as cost, demand and risk shift.
Read articleMacro area
Business resilience
Strengthen business resilience across operations, finance, supply chains, risk, governance and critical decisions.
Discover the macroRelated capabilities
Antifragility and adaptive systems
Design organisations and operating systems that can adapt, learn and strengthen through disruption and change.
Business and operational resilience
Strengthen the ability of critical business operations to withstand disruption, respond effectively and recover.
Ecosystem, supply chain and critical dependencies resilience
Strengthen resilience across suppliers, partners and critical external dependencies that sustain business operations.
Organizational and workforce resilience
Strengthen the people, leadership and organizational capacity required to sustain critical operations through disruption.
Related industries
Editorial overview
Articles
Competitive intelligence in an era of faster strategic moves
How companies can build earlier visibility on competitors, market shifts and emerging threats before those signals become consensus.
Read articleFocus
Decision rights determine whether accountability can move at the speed business requires
They define who decides, who contributes, what escalates and how authority is distributed across the organization.
Enterprise applications should simplify work rather than digitize internal complexity
Development must translate operating requirements into systems that support decisions, workflows and control at scale.
Strategic challenges
How much agricultural risk can technology actually remove from the field?
The challenge is separating useful precision and biological innovation from solutions whose economics fail under real farm conditions.
AI is exposing old data decisions
Fragmented ownership, inaccessible information and architectural compromises become more visible when AI begins consuming data across boundaries.
POV
Coordination is an operating design issue, not a problem solved by more meetings
If work crosses boundaries, accountability and interfaces must cross them too; goodwill is not a control system.
Your LLM is not your knowledge system
Models provide reasoning capability; enterprise advantage comes from the knowledge architecture, context and evidence surrounding them.
Strategic impact
Strategic choices should change resource allocation
A strategy that leaves investment, talent and management attention essentially unchanged may be describing ambition rather than directing action.
Optionality changes the economics of uncertainty
Maintaining credible alternatives can create value when conditions move beyond the assumptions embedded in the original operating model.
What we observe
Supply networks often evolve through incremental decisions rather than deliberate design
New sites, suppliers and warehouses accumulate until cost and complexity reflect history more than current strategy.
Cyber risk programs often protect confidentiality while underweighting authenticity
Information can remain private yet still be falsified, manipulated or attributed to the wrong person or system.