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For many strategy leaders, the most delicate moment comes not when a strategy is created, but when one is inherited.

Strategy leaders are reframing what “strategic advantage” means.

Across many large organisations, the strategy process is becoming more collaborative.

Across many large organisations, the strategic planning cycle is beginning to show signs of strain.

Across the enterprise AI market, a new role is emerging: the AI integrator.

Across much of the technology sector, competitive attention remains focused on the rapid evolution of artificial intelligence models. Breakthroughs in reasoning capability, multimodal performance, and training efficiency dominate headlines and investor commentary alike.

After two years of accelerated AI experimentation, many organisations are entering a new phase: scrutiny.

Across large, diversified organisations, how strategy is executed is shifting. Formal strategies remain carefully constructed, board-endorsed, and widely communicated.

Across many large organisations, strategy discussions appear outwardly unchanged. Planning cycles continue, growth ambitions are articulated, and leadership teams debate market positioning and competitive threats much as they have for years.

After more than a decade of cheap capital, organisations are operating in a fundamentally different financial environment, and strategy execution is beginning to change as a result.

Across many organisations, strategic portfolios are quietly growing more crowded. In response to uncertainty, from AI and technology shifts to regulatory change and cost pressure, leadership teams are adding initiatives to preserve flexibility.

Across boardrooms and executive committees, expectations of strategy functions have rarely been higher. Strategy teams are increasingly asked to anticipate disruption, guide investment under constraint, integrate AI and technology decisions, and ensure that long-term direction translates into measurable outcomes.

As AI investment accelerates, many organisations are discovering that the hardest part is no longer experimentation, but turning pilots into sustained business impact.

In many organisations, strategic planning has become more frequent, more detailed, and more resource-intensive than at any point in recent memory.

Organisations are increasingly investing in Strategy Execution Management (SEM) platforms, software that connects strategic priorities to operational delivery, tracks outcomes in real time, and automates governance workflows.

Most conversations about the future workforce start in the wrong place. They begin with skills shortages, reskilling programs, and the race to hire “AI-literate” talent. Those issues matter, but they are not the root of the problem.

More organisations are planning more often, not because they want to, but because their forecasts are breaking faster.

For most of modern Australian corporate history, mergers have operated under a familiar dynamic. Companies could choose whether to engage with the regulator early, manage the timing strategically, and, in many cases, treat approval as a risk to be managed rather than a gating step that controlled the whole sequence. That world has changed. From 1 January 2026 , Australia moved to a mandatory merger notification regime for acquisitions that meet certain thresholds, and thos

Australian shareholders are using their voting power more assertively, and boards are feeling it.

A simple mechanism to stop strategy dying in the handover.