The new map of strategic dependencies
How raw materials, supply networks and technology competition are redefining where global enterprises remain exposed.
Read articleMacro area
Corporate finance
Address corporate finance decisions across capital structure, valuation, performance, transactions and investment.
Discover the macroRelated capabilities
Finance operating model and transformation
Redesign how Finance organizes capabilities, processes and technology to strengthen control, insight and decision support.
Financial decision intelligence
Turn financial evidence into clearer choices by exposing the economics, trade-offs and consequences behind consequential decisions.
Financial planning and performance strategy
Connect financial planning, forecasting and performance evidence to create a more adaptive management cycle.
Corporate finance strategy
Align financial architecture, funding and performance economics with the strategic ambitions and resilience of the enterprise.
Related industries
Editorial overview
Articles
Partnerships become the fastest route to international scale
How companies can use distributors, alliances and local partners to expand access while preserving strategic control and regulatory readiness.
Read articleFocus
When is a troubled capital project actually recoverable?
Recovery depends less on restoring the original plan than on whether remaining value can justify the cost and complexity ahead.
How much infrastructure will the business actually need?
Demand forecasts rarely justify a single answer. Capacity strategy must account for uncertainty, timing and the cost of being wrong.
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.
Which trade relationships could become vulnerable to policy or bloc realignment?
The challenge is identifying where commercial dependence rests on political conditions that can deteriorate quickly.
POV
More channels do not automatically create better market access
A route-to-market model should simplify how customers buy, not multiply internal competition for the same revenue.
AI should challenge executives, not flatter them
Decision systems have greater value when they expose weak assumptions and credible alternatives rather than reinforce the prevailing view.
Strategic impact
A coherent operating model aligns resources with the work strategy actually requires
Clear choices across capabilities, governance and delivery reduce structural contradictions and execution fragmentation.
AI intermediaries could redistribute power across the platform economy
As agents compare and transact across services, traditional advantages in interface ownership may matter less than data, access and fulfillment.
What we observe
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.
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.