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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Banking and capital markets
Strengthen financial performance and strategic position as technology, regulation and changing market economics reshape banking and capital markets.
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Articles
When transformation needs a reset
How leaders can recover stalled programs by simplifying the enterprise, reprioritizing economics and scaling only what delivers measurable value.
Read articleFocus
Mobility services are being reshaped by automation, electrification and capacity economics
Autonomous fleets, digital platforms and changing infrastructure are altering how transport capacity is owned, dispatched and priced.
Consumer products are losing the comfort of predictable pricing-led growth
Value sensitivity, channel fragmentation and changing consumer behavior are challenging assumptions around scale, portfolio breadth and brand power.
Strategic challenges
Which property sectors deserve capital when performance diverges this sharply?
The challenge is comparing traditional assets with data centers, living, healthcare and other operational sectors under different demand and risk conditions.
Can health systems expand access without simply adding more clinical labor?
The challenge is redesigning pathways and roles while preserving quality in an industry where skilled capacity remains structurally constrained.
POV
Commodity volatility is no longer enough to understand commodity risk
The harder question is whether geopolitics is temporarily repricing supply or permanently rewriting how resources reach markets.
Retail may soon compete for machine preference as well as human preference
If agents increasingly shortlist products, retailers will need to be legible and compelling to algorithms before the shopper ever arrives.
Strategic impact
Agentic AI is shifting software value from interfaces toward completed work
Products may increasingly compete on outcomes and orchestration rather than the number of seats, screens or workflow steps they support.
A more selective traveler is making experience quality economically visible
Operators with differentiated service and stronger loyalty can better defend spend when customers begin questioning discretionary trips.
What we observe
Health systems often digitize existing workflows instead of redesigning care delivery
Technology adds limited capacity when administrative burden, fragmented pathways and role boundaries remain structurally unchanged.
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.