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
Country intelligence matters when local conditions change enterprise assumptions
Political, economic, regulatory and social dynamics shape market viability, operating continuity and investment logic.
Market access increasingly depends on political permission as well as demand
Sanctions, export controls and investment restrictions can alter customers, suppliers and technology access with little warning.
Strategic challenges
Which futures would force the enterprise to make different strategic choices?
The challenge is building scenarios distinct enough to test decisions without turning uncertainty into speculative storytelling.
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
Regulatory fragmentation can become a business-model problem, not a legal problem
When rules diverge enough, the enterprise may need different products, systems or structures rather than another compliance layer.
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
Dependency intelligence clarifies where external control could become material
Mapping concentration, substitutability and ownership helps leadership identify exposures that ordinary sourcing analysis misses.
Transmission analysis reveals how external shocks can cascade into the enterprise
Mapping channels across trade, finance and supply networks helps management identify indirect exposure and potential amplification.
What we observe
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.
Macro analysis often stops at forecasts instead of tracing business implications
Knowing where inflation or rates may move is insufficient if the effect on pricing, demand and funding remains unclear.