The Firm partners on what can be defensibly called the most pressing topic for all organizations in the modern era— technological advancements and their downstream impacts.
We engage with both frontier technology enterprises— for whom the principal challenge is the governance of innovation and technology investment at scale; and, mainstream enterprises— for whom the principal challenge is how they identify, capitalize, and continuously iterate on the benefits from this new era defined by structural change.
OUR APPROACH
Our approach to technology and innovation counsel is rooted in the understanding that the decisions that define the technology trajectory of an enterprise are path-dependent and often difficult to reverse; are marked by conditions of genuine uncertainty; and the cost of analytical failure can be steep.
The Firm takes great care to view technology as a tool, and avoids a long-prevalent view of technology as an 'other' variable for an organization to map out distinctly from its strategy and operational decision-making.
We hold that technology investment decisions are fundamentally ones of competitive strategy, and directly shape where the enterprise competes, on what basis, and with which capabilities.
This view, once contained largely to frontier technology sectors, is now widespread, with technology increasingly being the bedrock of every organization.
The Firm approaches the question of boundaries— what to develop internally, what to acquire, what to license, and what to access by means of partnerships— as one that is continuously evolving, and requires constant iteration.
The competitive and organizational structures inherited from the preceding competitive environment are often inadequately suited for the present, and warrant examination.
The Firm holds this as a principal obligation to client organizations: to scrutinize present-day assumptions and subject them to rigorous examination.
The Firm holds that enterprise disruption is often less of an exogenous problem, but rather an internal governance failure where stagnation and insufficient vigilance took hold.
A sufficiently vigilant and fast-moving enterprise would be able to respond to market and development signals, have the resources to do so sufficiently, and have had incentive structures and allocation structures in place to act quickly and properly.
The Firm works to identify and resolve the governance and organizational issues that lead to unanticipated disruption.
OUR WORK
The Firm partners with client organizations to diagnose where the enterprise stands in regard to technology, both in absolute terms and in relation to its competitive landscape, and develops a rigorous pathway to aligning investment portfolios with competitive needs, and the implications of such a portfolio for competitive positioning over a meaningful planning horizon.
We work to address how innovation investment is being allocated across technologies, time horizons, and the development-to-exploration spectrum. Further, we work to build the governance architecture to ensure that maintaining that allocation is sustainable under the organizational pressures that would otherwise systematically distort it. Finally, we prepare a portfolio logic and design the institution required to sustain it.
The Firm diagnoses where client organizations presently draw the line between what they develop internally, acquire, license, or access by way of structured partnerships. Through rigorous multi-factor analysis, we then develop a pathway– be it through refinement, redesign, or amendments– to maximize long-term capability accumulation, value capture, and optimize competitive positioning.
The Firm works to develop, refine, or iterate on a full-spectrum ecosystem and platform strategy for client organizations. Grounded in the understanding that, in platform-mediated environments, the most durable advantages flow to organizations that maintain ecosystem health while extracting a sustainable share of the value it generates, we work to define what position in an ecosystem the organization presently occupies, what position they should be building towards, and what governance and investment commitments that trajectory requires.
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FEATURED PUBLICATIONS
Coming June 2026
In conversation with Jason Morris, Chief Technology Officer of Nordstrom Incorporated, we examine the principles that underpin enduring technology organizations, and how Nordstrom builds, governs, and sustains technical capabilities that support long-term enterprise resilience and competitive advantage.
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