Resilience beyond business continuity
Why enterprises need to shift from static recovery plans to adaptive systems that connect operations, suppliers, people and critical dependencies.
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Capital strategy
Align capital allocation, funding and investment priorities with strategy, risk, returns and long-term objectives.
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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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Sustainability and ESG
Integrate sustainability and ESG into strategy, operations, risk, capital decisions and performance management.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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Capital portfolio strategy
Shape a capital portfolio that balances returns, risk, investment horizons and strategic optionality across competing uses.
Global economic and macro intelligence
Interpret global growth, inflation, policy and economic cycles to understand changing business conditions across markets.
Geoeconomic disruption and trade exposure
Translate sanctions, tariffs and economic coercion into enterprise exposure across trade, sourcing, capital and market access.
Sustainability investment strategy
Prioritize sustainability investments across economic value, risk reduction, strategic relevance and transition timing.
Corporate portfolio strategy
Shape a portfolio of businesses that concentrates capital, capabilities and leadership attention where they create the most value.
Editorial overview
Articles
M&A strategy when the obvious targets are gone
How companies can build a stronger acquisition radar by connecting portfolio logic, target intelligence and strategic fit before competition intensifies.
Read articleFocus
Data security starts by knowing which information warrants stronger protection
Different data creates different exposure depending on sensitivity, use, location, access and business consequence.
Performance marketing should be managed against incremental economic outcomes
Channel activity matters when measurable customer response translates into value beyond what would have occurred anyway.
Strategic challenges
What should the enterprise look like if legacy constraints are removed?
The challenge is defining a credible future state without allowing current structures and systems to predetermine the answer.
Where could great-power rivalry force the business to choose sides?
The challenge is identifying activities that may become incompatible across competing regulatory and geopolitical blocs.
POV
Healthcare cannot hire its way out of every capacity problem
Persistent workforce scarcity makes operating-model redesign a clinical necessity, not merely an efficiency agenda.
Engineering excellence cannot rescue the wrong capital project
A project delivered perfectly can still destroy value if its strategic rationale, scale, timing or underlying assumptions were wrong.
Strategic impact
A coherent GTM model aligns customer choice with commercial execution
Clear targeting, channels and sales roles help the organization concentrate effort where the route to revenue is credible.
Strategy makes data investment more selective
Connecting foundations to future workloads helps distinguish critical transformation from modernisation that offers little strategic value.
What we observe
Manufacturers often automate equipment before redesigning the production system
Advanced technology adds limited leverage when bottlenecks, legacy workflows and disconnected plant architectures remain untouched.
Succession plans often cover hierarchy, not capability
We frequently see named successors for senior roles while specialist operational knowledge remains concentrated and difficult to replace.