Section
Corporate
Companies, governance, strategy, leadership, transactions and organisational transformation.
36 published articles
Featured
Meta: The Company Beyond the Algorithm
Since the rise of generative artificial intelligence, Meta has been progressively reorganizing its workforce, investments, and industrial ambitions. Behind the layoffs, the concentration of research capabilities, and the expansion of data centers lies a deeper transformation: tha
AnalysisRecent publications
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CorporateMorocco: The Private Networks of Sovereignty
From diplomatic normalization with Israel to Morocco’s emerging arms industry, the trajectory of businessman Yariv El Baz reveals a less visible dimension of economic power: the intermediaries, holding companies, and private capital that accompany the strategic decisions of states.
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CorporateSchneider Electric: The Machine Becomes Software
Only a few years ago, Schneider Electric could still be described relatively simply. A French industrial group selling electrical equipment, energy-management systems and automation solutions.
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CorporateThe Second Balance Sheet of Mass Retail
For decades, mass retailers treated real estate primarily as a means to an end.
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CorporateiPhone: The World in Your Pocket
On January 9, 2007, Steve Jobs walked onto the Macworld stage in San Francisco with a peculiar way of introducing what was about to come. Apple, he explained, was unveiling three products: a widescreen iPod with touch controls, a mobile phone, and an Internet communications device. Then he repeated himself. An iPod. A phone. The Internet. These were not three separate devices. They were one.
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CorporateAmazon: the empire behind the storefront
There is still something strangely misleading about the name Amazon. For hundreds of millions of consumers, it primarily means a website where they can order a book, a phone, a coffee machine, or almost anything else that can fit inside a cardboard box. That image is not wrong. It has simply become profoundly incomplete.
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CorporateAlphabet: The Empire of Interfaces
Google began with an ambition that now appears almost modest in light of what it became: organizing the information available on the Internet. A quarter of a century later, Alphabet no longer merely organizes that information. The group helps design the processors that compute it, owns the infrastructure that carries it, trains the models that interpret it, controls several of the software environments through which it is accessed, and operates some of the largest systems through which it is monetized.
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CorporateApple: From Steve Jobs’ Empire to Tim Cook’s
On August 31, 2026, Tim Cook posted a few lines to bid farewell to the Apple community one last time as chief executive.
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CorporateNVIDIA–Hugging Face: When Open AI Meets the GPU Empire
For several years, competition in artificial intelligence has been portrayed primarily as a race between models. OpenAI, Google, Anthropic, Meta, followed by a new generation of American, European and Chinese players, have competed over scale, performance, cost and capability. Ye
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CorporateSpaceX: The Infrastructure of a Private Space Power
For most of the space age, reaching orbit was the preserve of states. Soviet rockets launched from Baikonur, American missions from Cape Canaveral and Kennedy Space Center, while Europe built its strategic autonomy around Kourou. Access to space required vast public budgets, mili
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CorporateThe Economics of Sport: When Competition Becomes a Global Industry
Part I — From the Playing Field to a Global Industry For much of modern history, sport was primarily regarded as a form of entertainment, a vehicle for social cohesion, and an expression of cultural identity. Today, however, it has evolved into one of the world's most dynamic eco
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CorporateThe Big Four: From Enron to the Age of Artificial Intelligence
Trust as a Business Model Whenever a multinational corporation publishes its financial results, completes a major acquisition, goes public, or undertakes a large-scale restructuring, the same group of firms is often working behind the scenes. Deloitte, PwC, EY, and KPMG—collectiv