When the business model does not travel
How leaders can decide what to standardize globally and what to localize across proposition, channels, economics and operations.
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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
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
Industrial distribution is being squeezed between inventory risk and customer expectations
Tariffs, supplier volatility and digital purchasing are forcing distributors to rethink stock, service and the value they add between manufacturer and buyer.
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
Who owns the customer when the vehicle becomes a software platform?
The challenge is moving from one-time vehicle economics toward digital services without weakening affordability or product reliability.
How long can private markets grow while liquidity remains structurally constrained?
The challenge is balancing deployment, exits and investor distributions when traditional realization routes remain uneven.
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.
Financial institutions may soon need to manage machines as market participants
AI is compressing decision time in finance, making governance and operational resilience part of market structure itself.
Strategic impact
Processing capacity is becoming as strategic as resource ownership
Supply security increasingly depends on smelting, refining and by-product recovery rather than simply securing additional mineral reserves.
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
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.
Mining strategies often focus on reserves while underestimating midstream concentration
A diversified mine portfolio can still rely on highly concentrated processing capacity, creating a different form of strategic dependency.