The new map of strategic dependencies
How raw materials, supply networks and technology competition are redefining where global enterprises remain exposed.
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Global strategic intelligence
Integrate global signals, scenarios and intelligence to support strategic decisions across markets and industries.
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Articles
Scenario planning for a less predictable global economy
How leaders can use strategic foresight to test market, footprint and investment choices against multiple plausible futures.
Read articleFocus
Strategic foresight tests decisions against futures that cannot be forecast precisely
The objective is to understand how different external conditions could alter assumptions, exposures and enterprise choices.
Technology competition is increasingly shaped by states as well as markets
Controls, subsidies, standards and strategic investment are redefining where firms can access capabilities and compete.
Strategic challenges
Which weak signals deserve escalation before volatility becomes obvious?
The challenge is distinguishing meaningful directional change from noise without waiting for certainty that arrives too late.
Which country signals deserve attention before they become business constraints?
The challenge is separating structural deterioration from short-term noise across markets with very different risk profiles.
POV
Distance from a conflict does not equal distance from its consequences
Modern enterprise exposure is shaped by network connections, not simply by physical proximity to the original shock.
Industrial policy can change an industry's economics without changing customer demand
State intervention may redefine cost curves, capacity and competitive advantage before market fundamentals visibly move.
Strategic impact
Scenario planning reveals which strategies remain robust across different futures
Testing assumptions against divergent conditions helps leadership identify vulnerabilities, optionality and decision triggers.
Dependency intelligence clarifies where external control could become material
Mapping concentration, substitutability and ownership helps leadership identify exposures that ordinary sourcing analysis misses.
What we observe
Companies often treat industrial policy as a funding opportunity rather than a market force
Subsidies can change capacity, pricing and competition even for businesses that never receive direct government support.
Companies often track commodity prices while ignoring structural supply concentration
Price stability can conceal geopolitical or processing dependencies that become visible only when access is disrupted.