Current analysis
Unresolved · shaping industries nowEurope's Rearmament vs. Industrial Policy Trade-off
For European industrial companies, how to balance defense production ramp-up against the need for energy transition and industrial competitiveness?
Read the analysis →The Autonomous Vehicle Liability Threshold
How should autonomous vehicle companies handle the first major fatality litigation against a driverless service — fight it as a preemption battle, or embrace it as a framework-setting moment?
Read the analysis →The Continuous Planning Transformation
For finance leaders, whether to 'kill the annual budget' and fully embrace continuous planning, despite organizational resistance and cultural attachment to annual cycles.
Read the analysis →The Global South AI Adoption Fast Lane
For technology companies, whether to prioritize AI deployment in Global South markets where regulatory frameworks are more permissive and adoption faster, versus waiting for Western regulatory clarity.
Read the analysis →The Global South Critical Minerals Bargain
For resource-rich Global South countries, how aggressively to leverage critical mineral reserves in exchange for domestic processing capacity?
Read the analysis →The Hyperscaler Energy Gamble
How aggressively should tech giants build dedicated power infrastructure for AI data centers — potentially including nuclear — given grid constraints and energy transition timelines?
Read the analysis →The Public Market AI Monetization Reckoning
For publicly traded companies investing heavily in AI, how to communicate progress when AI adoption is following a J-curve — costs now, benefits later?
Read the analysis →The Sovereign AI Infrastructure Decision
For technology companies operating in Europe, how much should they fragment their infrastructure to comply with emerging sovereignty requirements, versus maintaining global unified platforms?
Read the analysis →Historical case studies
With the benefit of hindsightApple Opens the App Store (2008)
How Steve Jobs reversed his opposition to third-party apps and launched a marketplace whose ecosystem facilitated $1.1 trillion in developer billings and sales in 2022 alone.
Read the analysis →Disney Pays $7.4 Billion for Pixar (2006)
Disney already owned every Pixar film and the rights to their sequels. So what did Bob Iger actually pay $7.4 billion for?
Read the analysis →Fujifilm Pivots Beyond Film
While Kodak collapsed, CEO Shigetaka Komori transformed Fujifilm from a film company into a diversified technology powerhouse — using chemistry expertise to enter cosmetics, pharmaceuticals, and advanced materials.
Read the analysis →Gillette's Razor-Blade Pricing Under Siege (2010s)
How Dollar Shave Club's viral video and Harry's direct-to-consumer model broke Gillette's long-dominant premium pricing — and forced P&G to rethink one of its most profitable brands.
Read the analysis →Goldman Sachs Goes Public (1999)
After 130 years as a private partnership, Goldman Sachs IPOs — and critics warn the culture of shared risk that built Wall Street's most prestigious bank will never survive.
Read the analysis →HP Acquires Autonomy (2011)
How Hewlett-Packard paid $11.1 billion for a British software company, then wrote off $8.8 billion and alleged massive fraud — an allegation a UK civil court upheld in 2022 and a U.S. criminal jury rejected in 2024.
Read the analysis →IBM Sells Its PC Division to Lenovo
How CEO Sam Palmisano sold the iconic ThinkPad business to a Chinese upstart for $1.75 billion — and bet IBM's future on services and consulting.
Read the analysis →JCPenney's 'Fair and Square' Pricing (2012)
How an Apple retail genius bet that American shoppers would embrace honest pricing — and lost catastrophically.
Read the analysis →Johnson & Johnson's Tylenol Recall (1982)
How CEO James Burke's decision to pull 31 million bottles off shelves became a benchmark for corporate crisis management.
Read the analysis →Starbucks Closes 8,000 Stores for Racial Bias Training
After a viral arrest incident in Philadelphia, Howard Schultz shut every company-owned U.S. store for an afternoon — sacrificing an estimated $12 million in revenue to confront a crisis of brand identity.
Read the analysis →Explore more strategic resources
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