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 strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
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Customer, market and demand intelligence
Build customer, market and demand intelligence to understand behavior, shifts, opportunities and commercial priorities.
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Analytics, data and decision systems
Turn data, analytics and decision systems into clearer insight, stronger choices and more effective execution.
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Corporate finance
Address corporate finance decisions across capital structure, valuation, performance, transactions and investment.
Discover the macroRelated capabilities
B2B business strategy
Build B2B strategies around customer economics, buying complexity and defensible sources of competitive advantage.
B2B and account-based growth
Build B2B growth around priority accounts, buying dynamics and coordinated commercial engagement rather than lead volume alone.
B2B market and buyer intelligence
Reveal how B2B demand forms, who shapes buying decisions and what changes customer priorities, timing and choice.
Business performance and decision systems
Connect performance, forecasts and decision logic into systems that help leaders manage the business with greater clarity.
Cost, margin and profitability strategy
Reveal where business economics create or erode margin and reshape the structural drivers of sustainable profitability.
Editorial overview
Articles
The strategic cost of dependency
Why concentrated exposure to critical technologies, materials and infrastructure is becoming a board-level issue across industries.
Read articleFocus
Who actually owns an AI decision?
Effective governance starts with accountability for the decisions, systems and outcomes that AI increasingly influences.
Integration quality depends on how systems exchange context, data and control
APIs, MCP interfaces and event flows shape whether applications can cooperate reliably across changing environments.
Strategic challenges
Reputation can deteriorate faster than the facts emerge
Stakeholders may form conclusions while information remains incomplete, creating pressure before the organisation has established a coherent view of events.
Which regulatory shifts could materially change the operating model?
The challenge is separating routine compliance change from policy developments capable of altering strategy, economics or market access.
POV
Knowing an asset is exposed is not the same as knowing whether it is resilient
Climate strategy must test vulnerability and adaptation capacity, not stop at identifying where physical hazards exist.
Cost reduction without complexity reduction is usually temporary
If the enterprise keeps every legacy process, product and system, operating burden eventually rebuilds around the smaller cost base.
Strategic impact
Portfolio delivery makes cross-program dependencies and intervention needs visible
Integrated planning helps leadership see where sequencing, capacity and decisions must be coordinated across transformation initiatives.
Grid capacity is becoming the scarce asset of the energy transition
Value increasingly sits in transmission, distribution and flexibility as power demand and renewable generation expand simultaneously.
What we observe
Companies often track commodity prices while ignoring structural supply concentration
Price stability can conceal geopolitical or processing dependencies that become visible only when access is disrupted.
AI search programs often chase prompts instead of strengthening source authority
Optimizing isolated queries matters little when underlying information is ambiguous, inconsistent or weakly evidenced.