M&A strategy when the obvious targets are gone
How companies can build a stronger acquisition radar by connecting portfolio logic, target intelligence and strategic fit before competition intensifies.
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Power, utilities and renewable energy
Build resilient power-system value as electricity demand, renewables and grid constraints drive a new cycle of infrastructure investment.
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Articles
The operating model is the strategy
Why organizational structure, decision rights and cross-functional coordination increasingly determine whether strategic priorities translate into performance.
Read articleFocus
Global logistics is being redesigned around disruption that no longer looks temporary
Trade conflict, chokepoints and rerouting are making network optionality as important as unit transportation cost.
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.
Strategic challenges
Can power systems expand fast enough for the age of electricity?
The challenge is coordinating generation, networks, storage and flexible demand while connection queues already exceed available grid capacity.
What still justifies the distributor margin when information becomes transparent?
The challenge is proving value through availability, technical expertise and service rather than relying on product access alone.
POV
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.
The next real-estate cycle will reward operators as much as asset owners
When financial engineering contributes less to returns, property performance has to be created inside the asset itself.
Strategic impact
Route optionality is becoming a measurable source of logistics resilience
Networks with credible alternatives can respond faster when ports, corridors or geopolitical conditions remove established flows.
New care models can shift scarce clinical capacity toward higher-value work
Virtual care, automation and redesigned pathways can change where patients are treated and which tasks require specialist intervention.
What we observe
Chemical companies often wait for the cycle to fix problems that are structural
Capacity additions, regional cost disadvantages and commoditization can make historical margins impossible to recover through demand alone.
Private-capital portfolios often look diversified while underlying exposures converge
Shared borrowers, similar financing structures and overlapping strategies can create more correlation than fund-level labels suggest.