From AI pilots to enterprise performance
What separates companies that scale AI from those that accumulate experiments�and how operating models, economics and governance determine whether adoption creates measurable value.
Read articleRelated macro
Consumer products and packaged goods
Build durable consumer growth and brand value as affordability, retailer power and changing preferences reshape category economics.
Discover the macroEditorial overview
Articles
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.
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.
Commodity markets are trading geopolitics as much as physical supply and demand
Conflict, chokepoints, sanctions and strategic stockpiling are increasing the value of optionality across energy and resource markets.
Strategic challenges
Who controls the bottleneck after the ore leaves the ground?
The challenge is understanding exposure across refining and processing where concentration can be greater than at the mine itself.
Can banks modernize finance without creating faster forms of systemic risk?
The challenge is capturing AI and digital-asset efficiencies while managing concentration, cyber exposure and increasingly synchronized markets.
POV
The platform that owns the transaction may no longer own the customer journey
AI agents could separate discovery from execution, challenging one of the basic assumptions behind marketplace power.
Construction backlog is not demand quality
In a K-shaped market, project selection and execution capacity matter more than simply keeping the order book full.
Strategic impact
AI is forcing professional firms to reconsider what clients are actually buying
As routine work becomes cheaper, differentiated judgment and domain expertise account for a larger share of defensible value.
Software-defined vehicles are changing where automotive value is created
Centralized architectures and remote updates move differentiation from mechanical features toward software, data and digital services.
What we observe
Retailers often optimize the website while the discovery layer moves somewhere else
AI assistants can influence consideration before shoppers reach a retailer, reducing the strategic value of owning the interface alone.
Biopharma companies often modernize discovery while leaving development economics unchanged
Faster target identification has limited value if trials, evidence generation and commercialization remain equally slow and expensive.