Growth strategy after the easy growth is gone
How companies can identify the next growth arenas by integrating customer economics, channels, partnerships and portfolio choices.
Read articleMacro area
Business resilience
Strengthen business resilience across operations, finance, supply chains, risk, governance and critical decisions.
Discover the macroRelated capabilities
Disruption simulation and resilience stress testing
Expose resilience weaknesses through realistic simulations, stress scenarios and controlled disruption testing.
Business continuity management
Establish the plans, responsibilities and recovery capabilities required to sustain priority operations through disruption.
Systemic and external shock resilience
Strengthen the ability to withstand external shocks that can propagate across markets, systems and operations.
Digital and technology resilience
Strengthen the ability of critical technology services to withstand failure, degrade safely and recover.
Related industries
Editorial overview
Articles
The next productivity frontier is end-to-end flow
How integrated planning, process intelligence and operational management systems can unlock productivity beyond local efficiency programs.
Read articleFocus
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.
Social media strategy defines where participation is actually worth the effort
Different platforms serve different audience behaviors, content forms and roles in reputation, engagement and demand.
Strategic challenges
Who should decide when local priorities conflict with global direction?
The challenge is preserving market responsiveness without allowing fragmented authority to weaken enterprise coherence.
Which sustainability metrics actually deserve management attention?
The challenge is separating decision-relevant indicators from expanding disclosure datasets that create volume without insight.
POV
The biggest strategic risk is often an assumption nobody is questioning
Leadership should worry less about known risks than about beliefs embedded in strategy that have stopped being tested.
A profitable-looking campaign can still be buying demand the business already owned
Paid search should account for incrementality and customer economics, not accept platform attribution at face value.
Strategic impact
A clear growth strategy concentrates investment on the strongest value pools
Comparing opportunities across demand, economics and capability helps leadership decide where to expand, build or withdraw.
A clear transition roadmap links integration priorities with deal value drivers
Sequenced decisions on organization, systems and operations help management protect continuity while building the intended combined model.
What we observe
Sustainability cases often quantify benefits without testing competitive response
An initiative may improve internal economics while creating little advantage if every competitor can replicate it at similar cost.
Cyber risk assessments often rank threats without testing operational consequences
High technical severity does not always mean high business impact, while hidden dependencies can make modest events critical.