Demand is fragmenting faster than most growth models
How companies can identify emerging demand pools, changing customer economics and new sources of willingness to pay.
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Customer, market and demand intelligence
Build customer, market and demand intelligence to understand behavior, shifts, opportunities and commercial priorities.
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
International scale depends on where work, assets and decisions are located
Footprint choices shape cost, responsiveness, control and exposure across countries, regions and operating units.
What is the competitor preparing to do next?
The most valuable competitive intelligence often comes from recognising commitments and capability building before they become visible market actions.
Strategic challenges
What really explains performance differences across retail networks?
The challenge is separating location, operator, shopper and format effects across networks with uneven local economics.
Where does distribution scale fail to create real availability?
The challenge is distinguishing nominal reach from the locations, channels and conditions where customers can buy.
POV
Your LLM is not your knowledge system
Models provide reasoning capability; enterprise advantage comes from the knowledge architecture, context and evidence surrounding them.
If every project can optimise itself, you do not have program governance
A major program requires authority to make decisions that may disadvantage one component in order to protect the whole.
Strategic impact
AI and new modalities are widening the range of viable R&D strategies
Scientific productivity may improve where data, platform technologies and external ecosystems change how targets and assets are developed.
Simplification releases capacity trapped in unnecessary coordination and maintenance
Removing redundant work, systems and interfaces can reduce cost while making future change easier to execute.
What we observe
Replacement is too often triggered by age rather than strategic need
Fixed replacement cycles can overlook viable extensions, premature obsolescence and assets whose original purpose has disappeared.
Paid social teams often optimize engagement signals that barely predict customer value
Clicks and video views can scale quickly while acquisition quality, retention and contribution economics deteriorate.