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 articleRelated macro
Automotive, mobility and smart transport
Compete as electrification, software and autonomy redistribute value across vehicles, mobility ecosystems and global automotive markets.
Discover the macroEditorial overview
Articles
The strategic cost of dependency
Why concentrated exposure to critical technologies, materials and infrastructure is becoming a board-level issue across industries.
Read articleFocus
Retail is entering the age of value-seeking consumers and AI-mediated shopping
Price sensitivity remains structural while AI agents begin to influence product discovery, comparison and digital purchasing behavior.
Government AI adoption is moving faster than the governance needed to support it
Public agencies are deploying AI broadly while evaluation, procurement discipline and accountability remain uneven across government systems.
Strategic challenges
Where should chipmakers invest when markets and governments want different things?
The challenge is balancing commercial demand, sovereign incentives and export restrictions across extremely capital-intensive technology cycles.
What happens when consumers stop accepting price as the main growth lever?
The challenge is restoring volume and relevance without surrendering margin through permanent promotion or excessive portfolio complexity.
POV
Digital government is not achieved by putting the existing bureaucracy online
The larger opportunity is redesigning services around life events and outcomes rather than reproducing departmental structures digitally.
Owning the resource does not guarantee control of the supply chain
The strategic chokepoint may sit in refining, processing or trade policy rather than beneath the ground.
Strategic impact
Digital public infrastructure can make services less dependent on institutional boundaries
Interoperable data, identity and AI can enable services organized around citizen needs rather than fragmented agency structures.
Operational capability is becoming more important to real-estate returns
As easy repricing fades, value creation depends increasingly on occupancy, service, asset productivity and sector-specific operating expertise.
What we observe
Professional firms often use AI to protect margins without changing the billing model
Clients eventually notice when the same output requires fewer hours, making internal productivity gains difficult to keep entirely inside the firm.
Platforms often assume existing network effects will protect them from new interfaces
AI-driven discovery can weaken direct user relationships even when underlying marketplace liquidity remains strong.