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
Strategic foresight tests decisions against futures that cannot be forecast precisely
The objective is to understand how different external conditions could alter assumptions, exposures and enterprise choices.
Strategic intelligence matters only when external change alters enterprise choices
The objective is to connect geopolitical, economic and regulatory developments with concrete decisions on capital, markets and operations.
Strategic challenges
Where could financial-system stress tighten enterprise options first?
The challenge is identifying how changes in liquidity, funding or currencies transmit into capital access and operating economics.
Where could technology rivalry constrain enterprise strategy or market access?
The challenge is identifying where policy, standards and ecosystem fragmentation could alter sourcing, investment or product choices.
POV
A dependency becomes strategic when someone else can weaponize it
The critical question is not how important an input is today, but whether external control can narrow enterprise options tomorrow.
Access to capital can disappear before a balance sheet looks weak
Financial resilience depends partly on external market conditions the enterprise does not control and cannot assume will remain open.
Strategic impact
Technology intelligence clarifies how global rivalry may reshape competitive conditions
Tracking policy, ecosystems and standards helps management assess where technology access or market structures may diverge.
Macro intelligence connects economic shifts with operating and financial exposure
Understanding transmission into demand, costs and capital helps leadership test budgets, investments and market assumptions.
What we observe
Companies often treat industrial policy as a funding opportunity rather than a market force
Subsidies can change capacity, pricing and competition even for businesses that never receive direct government support.
Organizations often assess direct exposure and overlook systemic transmission
A business can be geographically distant from a conflict yet highly exposed through prices, suppliers, financing or infrastructure.