The platformization of the enterprise
How modular platforms, APIs and modernized applications can reduce structural complexity while accelerating digital products and AI adoption.
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Business strategy
Define business strategy through rigorous choices on growth, positioning, portfolios, resources and execution.
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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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Geopolitics
Assess geopolitical shifts, exposure and scenarios to inform strategy, investment, operations and market decisions.
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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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Sales, marketing and growth strategy
Align sales, marketing and growth strategy around markets, customers, channels, demand and commercial performance.
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Industry strategy
Build strategy around the structural economics, value chains and competitive forces that define each industry.
Cross-border operating model and footprint
Design where cross-border capabilities, activities and assets should sit to balance scale, market proximity, resilience and cost.
Strategic geography and regional disruption
Assess how location, regional interdependence and strategic geography can amplify disruption across operations and supply chains.
Global technology competition
Track how countries and technology ecosystems compete for capability, standards, talent and strategic industrial advantage.
Partner ecosystem and alliance growth
Create growth through partner ecosystems and alliances that extend market access, customer reach and complementary capability.
Editorial overview
Articles
Strategy in a world of overlapping disruptions
How leaders can make sharper choices on where to compete, where to invest and what to stop when multiple structural shifts hit at once.
Read articleFocus
What would you see if your current explanation were wrong?
A dominant narrative can make contradictory evidence appear irrelevant when it may be the first indication that the underlying assumption has failed.
Cyber crisis readiness is tested when technical failure becomes a business event
Preparedness depends on decisions, escalation, communications and recovery actions working under severe uncertainty.
Strategic challenges
Can functions coordinate when incentives and decision rights point elsewhere?
The challenge is creating workable interdependence without replacing functional expertise with permanent escalation.
What is the lowest-risk path to establishing a viable market position?
The challenge is choosing an entry model that balances speed, control, capital commitment and the ability to learn.
POV
The most dangerous competitor may own the route to market
A company that controls distribution or customer access can reshape competitive economics without having the strongest underlying product.
Governance that only adds approval layers is control theatre
Digital governance should clarify who can decide what, not create more places where responsibility can be avoided.
Strategic impact
Risk intelligence reveals where uncertainty can become systemic
Understanding dependencies and propagation pathways exposes how local events can produce consequences across the wider project.
Every channel should have a strategic role
Direct, wholesale, retail and digital routes create stronger systems when their roles are explicit rather than competing for the same demand.
What we observe
Companies often call a dependency strategic only after disruption occurs
Low-probability exposure is easily ignored when alternatives have not been tested and access has historically been reliable.
Warning systems often track lagging ratios that confirm problems already underway
Historical metrics provide limited protection when liquidity, demand and financing pressures are moving faster.