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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Travel, hospitality and experience economy
Create stronger experience and hospitality economics as traveler demand, AI-enabled discovery and changing distribution reshape how journeys are chosen and monetized.
Discover the macroEditorial overview
Articles
The AI workforce is an operating-model question
How companies can redesign roles, skills and capacity around the work that AI should automate, augment or leave to people.
Read articleFocus
The car industry is becoming a software and semiconductor industry as well
EVs, software-defined vehicles and autonomy are shifting competitive advantage toward computing, architecture and continuous product evolution.
Government AI adoption is moving faster than the governance needed to support it
Public agencies are deploying AI broadly while evaluation, procurement discipline and accountability remain uneven across government systems.
Strategic challenges
Can banks modernize finance without creating faster forms of systemic risk?
The challenge is capturing AI and digital-asset efficiencies while managing concentration, cyber exposure and increasingly synchronized markets.
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
The telco-to-techco story still needs to prove its economics
Connectivity may look strategically unexciting, but moving into lower-margin technology services is not automatically a better business.
Financial innovation ultimately competes on trust, not novelty
Faster payments and programmable assets matter only if users and regulators believe the infrastructure can survive stress.
Strategic impact
Data-center strategy is becoming inseparable from energy strategy
Grid access, on-site generation and storage increasingly determine location economics as AI-driven computing demand expands.
AI is moving deeper into underwriting and claims decision workflows
Better data and automation can change operating economics, but only where legacy systems and risk governance can support scaled deployment.
What we observe
Software companies often add AI features while protecting pre-AI pricing assumptions
Copilots can improve the product while simultaneously undermining seat-based economics by reducing the human labor using it.
Distributors often respond to volatility by carrying more inventory everywhere
Broad stock increases protect service temporarily but can destroy working-capital productivity when demand and supplier risk vary by category.