Green industrial policy is changing the basis of competition
How incentives, carbon economics and sustainability regulation can alter costs, market access and strategic investment priorities.
Read articleRelated macro
Retail and consumer commerce
Build profitable consumer growth as value expectations, digital commerce and new revenue pools reshape retail economics.
Discover the macroEditorial overview
Articles
Finding growth where the market is actually moving
How market sizing, attractiveness and competitive-demand analysis can separate structural opportunity from headline growth.
Read articleFocus
Electricity demand is accelerating faster than the infrastructure built to carry it
Data centers, electrification and industry are increasing load while grid queues and network constraints delay both generation and consumption.
Travel demand is normalizing as financial caution reaches higher-spending customers
The post-pandemic surge is giving way to more selective spending, increasing pressure on hospitality and travel operators to prove value.
Strategic challenges
What happens to SaaS when AI reduces the number of humans using software?
The challenge is redesigning pricing and product architecture when autonomous agents increasingly perform tasks instead of individual users.
How long can private markets grow while liquidity remains structurally constrained?
The challenge is balancing deployment, exits and investor distributions when traditional realization routes remain uneven.
POV
Financial institutions may soon need to manage machines as market participants
AI is compressing decision time in finance, making governance and operational resilience part of market structure itself.
AI may destroy more software categories than it creates
When an agent can perform the workflow directly, some applications risk becoming infrastructure rather than destinations users need to open.
Strategic impact
AI-mediated commerce could change how retailers compete for consideration
Machine-readable product data, value clarity and fulfillment performance may matter more as digital agents influence purchase decisions.
Operational capability is becoming more important to real-estate returns
As easy repricing fades, value creation depends increasingly on occupancy, service, asset productivity and sector-specific operating expertise.
What we observe
Banks often treat AI as a productivity program when it is becoming market infrastructure
As automated decisions spread across trading and credit, shared models and technology dependencies can create risks beyond individual firms.
Software companies often add AI features while protecting pre-AI pricing assumptions
Copilots can improve the product while simultaneously undermining seat-based economics by reducing the human labor using it.