From AI pilots to enterprise performance
What separates companies that scale AI from those that accumulate experiments�and how operating models, economics and governance determine whether adoption creates measurable value.
Read articleRelated macro
Construction, engineering and building products
Create stronger project and portfolio economics as infrastructure demand, capacity constraints and delivery risk reshape construction markets.
Discover the macroEditorial overview
Articles
Growth strategy after the easy growth is gone
How companies can identify the next growth arenas by integrating customer economics, channels, partnerships and portfolio choices.
Read articleFocus
Healthcare providers are being forced to redesign capacity around persistent scarcity
Workforce pressure, ageing demand and new care models are pushing providers to rethink where and how clinical work is delivered.
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.
Strategic challenges
Can telcos become technology companies without losing focus on connectivity?
The challenge is finding adjacent businesses with enough margin and differentiation to justify moving beyond the network core.
How should food companies plan when input volatility moves faster than pricing?
The challenge is protecting availability and margin while agricultural, energy and logistics costs transmit unevenly through the value chain.
POV
A distributor that only moves boxes is increasingly easy to bypass
The durable role sits in solving availability, complexity and service problems that manufacturers and digital channels handle poorly.
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.
Consumer pressure is forcing harder choices across brands, formats and price points
More granular demand patterns are exposing where portfolios genuinely earn preference and where scale merely protects legacy complexity.
What we observe
Chemical companies often wait for the cycle to fix problems that are structural
Capacity additions, regional cost disadvantages and commoditization can make historical margins impossible to recover through demand alone.
Logistics networks often diversify providers while retaining the same physical dependency
Multiple carriers provide little protection when every route still relies on one chokepoint, port complex or infrastructure corridor.