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.
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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
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Geopolitics
Assess geopolitical shifts, exposure and scenarios to inform strategy, investment, operations and market decisions.
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Global expansion and internationalization
Evaluate global expansion through market selection, entry strategy, localization, operating models and risk.
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Corporate finance
Address corporate finance decisions across capital structure, valuation, performance, transactions and investment.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Global energy and commodity intelligence
Track energy and commodity fundamentals, trade flows and structural shifts that can reshape prices, availability and competitiveness.
Energy and strategic materials shock exposure
Assess how geopolitical shocks to energy and critical materials can affect availability, cost, margins and operational continuity.
Market selection and country prioritization
Compare countries systematically to determine where international expansion should concentrate first.
Business planning and financial scenario analysis
Translate business assumptions into integrated financial plans and scenarios that expose implications, resilience and decision points.
Industry strategy
Build strategy around the structural economics, value chains and competitive forces that define each industry.
Editorial overview
Articles
Capital allocation under radical uncertainty
How companies can preserve strategic flexibility while directing capital toward the opportunities most likely to create durable value.
Read articleFocus
Market access increasingly depends on political permission as well as demand
Sanctions, export controls and investment restrictions can alter customers, suppliers and technology access with little warning.
When does a group of projects become a major program?
The distinction emerges when outcomes, interfaces and decisions become too interdependent for projects to succeed independently.
Strategic challenges
What must integrate first for the deal thesis to remain credible?
The challenge is sequencing change around value drivers and critical dependencies instead of trying to combine everything at once.
Complex decisions rarely have one objective
Leaders often optimise several competing outcomes simultaneously, making trade-offs unavoidable even when the underlying analysis is strong.
POV
A larger retail network is not growth if average unit economics deteriorate
Expansion should be judged by incremental value, not by the number of locations added to the map.
The energy transition may be constrained less by generation than by connection
Building renewables is becoming easier than moving power through networks that were never designed for today's scale of change.
Strategic impact
Ecosystem position can matter more than company size
A smaller player embedded in the right network can gain distribution, capabilities and influence that its standalone scale would never provide.
Integrated planning makes demand and supply trade-offs visible earlier
Shared assumptions help teams identify shortages, excess and capacity pressure before they become operational problems.
What we observe
Sanctions risk is often treated as compliance rather than strategic exposure
Legal screening can identify prohibited activity without revealing how restrictions could reshape markets, suppliers or business models.
Transformations often digitize existing processes instead of redesigning them
Technology can make old work faster while preserving unnecessary steps, fragmented ownership and obsolete controls.