The AI workforce is an operating-model question
How companies can redesign roles, skills and capacity around the work that AI should automate, augment or leave to people.
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Digital marketplaces and platform economy
Build durable platform value as AI, regulation and changing network economics reshape discovery, monetization and digital intermediation.
Discover the macroEditorial overview
Articles
Risk management when risks no longer arrive one at a time
How enterprises can connect emerging risks, vulnerabilities and stress scenarios to understand where exposures interact and amplify.
Read articleFocus
The car industry is becoming a software and semiconductor industry as well
EVs, software-defined vehicles and autonomy are shifting competitive advantage toward computing, architecture and continuous product evolution.
Power availability is becoming the real constraint on the AI infrastructure boom
Data-center demand is accelerating while grid congestion, connection queues and construction economics limit where capacity can actually be built.
Strategic challenges
Where should builders place capacity in an increasingly uneven construction cycle?
The challenge is reallocating labor and capital across sectors whose pipelines, economics and risk profiles are diverging sharply.
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.
POV
The billable hour is becoming harder to defend when the hour disappears
Professional services will need to price judgment and outcomes rather than preserve economics built around human effort that AI removes.
Owning the resource does not guarantee control of the supply chain
The strategic chokepoint may sit in refining, processing or trade policy rather than beneath the ground.
Strategic impact
Energy security is extending the strategic life of some oil and gas infrastructure
Disrupted trade routes and supply uncertainty increase the value of flexible production, storage and alternative export capacity.
Portfolio restructuring is becoming central to chemical-sector competitiveness
Persistent overcapacity is forcing sharper choices across assets, geographies and product chains rather than reliance on cyclical recovery.
What we observe
Mining strategies often focus on reserves while underestimating midstream concentration
A diversified mine portfolio can still rely on highly concentrated processing capacity, creating a different form of strategic dependency.
Oil companies often treat strong prices as evidence of strong structural demand
Geopolitical scarcity can support prices even while underlying consumption patterns weaken in important markets.