The digital customer journey is becoming the market
How discovery, experience and behavioral signals across digital channels can reveal where demand is forming before revenue shows it.
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Professional and business services
Reinvent expertise-led growth as AI changes professional workflows, client expectations and the economics of knowledge-intensive services.
Discover the macroEditorial overview
Articles
When transformation needs a reset
How leaders can recover stalled programs by simplifying the enterprise, reprioritizing economics and scaling only what delivers measurable value.
Read articleFocus
Telecom operators still face the problem of turning network investment into growth
AI, network APIs and sovereign digital infrastructure create new opportunities, but connectivity economics remain difficult to escape.
AI is changing how platforms mediate discovery, transactions and competition
Marketplaces now face both tighter regulation and a new generation of AI intermediaries capable of reshaping how users reach digital services.
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.
Who owns customer choice when an AI agent shops before the customer does?
The challenge is preserving differentiation when machines increasingly compare price, availability and product information across retailers.
POV
The next data-center shortage may be measured in megawatts, not buildings
Compute demand can grow faster than electricity infrastructure, making power access the defining competitive asset of the sector.
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.
Strategic impact
Liquidity innovation is becoming part of private-capital portfolio strategy
Secondaries, continuation vehicles and alternative structures are increasingly used to manage duration and return capital without forced exits.
AI is shifting semiconductor investment from capacity toward system capability
Competitive advantage increasingly spans accelerators, memory, packaging, interconnects and ecosystem partnerships rather than wafer volume alone.
What we observe
Distributors often respond to volatility by carrying more inventory everywhere
Broad stock increases protect service temporarily but can destroy working-capital productivity when demand and supplier risk vary by category.
Insurers often scale AI before fixing the data and systems beneath it
Advanced models cannot compensate for fragmented policy data, legacy architecture and controls that were never designed for autonomous decisions.