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How a Global Miner Recovered $1 Billion in Value from a Site Headed for Closure Client: Global Top 5 Diversified Miner. Sector: Mining.
Over $1 billion in potential value identified at a site that was heading toward closure, allowing a Global Top 5 Diversified Miner to retain and ultimately sell a property previously assumed to be uneconomic.
Challenge: A Global Top 5 Diversified Miner held a challenged property approaching closure, not because a decision had been made, but because the economics at the current technology and cost base no longer worked. Closure was the default. The question was whether anything could change the numbers enough to warrant keeping the site in the portfolio.
Approach: Stratalis was brought in to determine whether a different future was possible for the property. The work went deep into the specific challenges the mine faced, the geology, the cost structure, the operational constraints, then scanned for technologies that could redefine what the orebody was actually worth. Each technology was evaluated against the specific conditions of that site, and the economic impact of each was modeled against the costs required to deploy it.
Outcome: The work identified over a billion dollars of potential value, enough to keep the potential of the property alive rather than closing it. The site remained in the portfolio and was eventually sold, recovering value that had been assumed lost at the point Stratalis began the engagement.
How an Industrial Chemicals Company Achieved a 25% Price Premium Against an Identical Competitor Client: Industrial Chemical Company. Sector: Chemicals.
An industrial chemical company facing a competitor with identical chemistry and lower costs achieved a 25% price premium by reframing its product as a customer solution rather than a commodity.
Challenge: An industrial chemical company was in a position that appeared to have no good options. Its main competitor had a chemically identical product, lower production costs, and new capacity coming online, and was using that position to drive down market prices. The company needed to find a different basis on which to compete, or accept that it would lose. The obvious response was a cost reduction program. It would not have been enough.
Approach: Stratalis began by examining the challenge from angles beyond the chemistry and cost structure. The team studied the market and customers in depth, not just what they were buying but what they valued and why, and mapped the capabilities of both the client and its competitor. Scenarios helped frame how this market would develop and where future opportunities would lie. What emerged was that customers valued supply reliability and product consistency far more than price alone, and were willing to pay for both, even more so in the future. The client had structural advantages in these areas. Stratalis built on them, restructuring the product to include logistics services: installing storage silos tied into customer processes for just-in-time delivery, and deploying value-in-use selling to help customers manage their operations better. This transformed the product from a commodity chemical into a service-oriented solution with a strong competitive position that the competitor could not easily replicate.
Outcome: The company was able to charge at least a 25% price premium, reversing the trend toward price competition. Stronger customer relationships created through the new approach led to a further discovery: through those relationships, the company identified new product approaches that were value-adding to the customer and profit-enhancing for the client, turning a one-time competitive defence into a continuously self-reinforcing advantage.
How a Materials Company Built $350 Million in Growth by Innovating Alongside Its Customers Client: Leading Global Materials Company. Sector: Materials.
$350 million in high-margin sustainable growth over five years, generated by redirecting a leading global materials company's capabilities toward customer differentiation rather than competing on price.
Challenge: A leading global materials company faced a familiar problem at an accelerating pace: margins eroding, competition intensifying, and no clear path to growth within its traditional engineering-based markets. The core business remained strong, but the economics were moving in the wrong direction and the competitive environment was not going to improve. The company needed growth that did not depend on winning a price war it was already losing ground in.
Approach: Stratalis developed a novel growth strategy built not on the company's current products but on its underlying capabilities. The approach identified opportunities in less competitive, higher-margin markets where those capabilities could help customers differentiate their own products, specifically through innovative material aesthetics. Innovation Centers were established to translate that opportunity into commercial reality, bringing the company's materials science directly into customers' product development processes.
Outcome: The strategy delivered $350 million in high-margin sustainable growth over five years, an enhanced product portfolio, and a new collaborative partnership ecosystem with companies including Mercedes, Motorola, Nokia, Ericsson, Apple, and HP, placing the company inside customer innovation processes rather than competing on a commoditizing supply chain.
How a Market-Leading Food Producer Found Its Next Phase of Growth Through Strategic Scenarios Client: Major Food Producer. Sector: Consumer Goods.
A major food producer's CEO needed to double revenue. Strategic Scenarios revealed the answer was not in manufacturing capacity or new geographies, it was in capabilities already held but not yet deployed. The company's resulting diversification held it together through the COVID pandemic.
Challenge: The CEO of a growth-focused major food producer, holding the number one position in its market, faced a choice within a three-year strategic planning cycle: invest in manufacturing capacity, or develop new geographies. Both opened opportunity, but neither offered what the CEO was actually looking for, a doubling of overall revenue. The two options had been analyzed thoroughly. Neither produced the number. The planning process had reached its limit. The answer was not in any of the options it had generated.
Approach: Stratalis proposed Strategic Scenarios to look at the future from a perspective the company had not explored before. The scenarios, coupled with an exploration of trends in consumption, led the company to a different conclusion: that its future might not lie within its mature core market, and that the growth it was looking for sat in emerging changes in how consumers were eating, and in capabilities the company already held but had not directed at a different opportunity.
Outcome: The executive team agreed. The opportunity was diversification-led innovation, new product lines built against emerging consumption patterns, rather than expansion of what already existed. The company executed on that conclusion, successfully diversifying away from its main product lines. When the COVID pandemic arrived, it was that decision, made years earlier, that held the business together.
How a CPG Company Turned a Hostile Takeover Threat into a Stronger Negotiating Position Client: Major CPG Company. Sector: Consumer Goods.
A major CPG company facing a hostile takeover threat used wargaming to establish that its business was worth several times more with growth options priced in, reframing the negotiation and neutralizing the competitive threat.
Challenge: The CEO of a major CPG company faced a potential acquirer that had threatened to compete directly if it could not buy the business. Several strategic options sat on the table simultaneously, acquisition bids, joint ventures, and growth investments, each changing the value of the others. Before entering any negotiation, the CEO needed to understand what the business was actually worth with all of its options in play, and what each strategic move by any party would do to that value. Without that view, any negotiation would be reactive rather than strategic.
Approach: Stratalis ran a three-phase wargame. The first phase defined the playing field, the players, the options open to each, the dependencies that would force trade-offs, and the payoffs under each combination of moves. The second phase ran the game, with teams playing each major party's position under realistic constraints. The third phase translated the game's output into a negotiating position and a set of strategic choices the CEO could take into the room.
Outcome: The model showed the business was worth several times more with its growth options priced in. The negotiation became a conversation about growth potential rather than current earnings. The competitive threat was neutralized, and the CEO entered the negotiation with a clear view of the company's value and the strategic moves available to protect it.
How a Tier 1 Industrial Built a Strategic Position on Deep Technology Disruption Client: Tier 1 Global Industrial. Sector: Industrials.
100+ deep technology categories analyzed, 30+ global experts convened, 13 Board-level actions triaged, a Tier 1 Global Industrial moved from "wait and see" on deep technology disruption to an active strategic position with a new organizational function to sustain it.
Challenge: The Board of a Tier 1 Global Industrial recognized that deep technologies, artificial general intelligence, nuclear fusion, quantum computing, and others, could arrive with massive disruptive force on their value chain. The threat was not speculative; the question was timing and magnitude. But few advisors had a credible perspective on how to respond, and the standard answer, wait and see, was no longer acceptable to the Board. The company needed a view it could act on, not a report it could file.
Approach: Stratalis built an independent third-party view over eight weeks using ABCD Analysis, mapping the impact of deep technology across the company's Assets, Basics, Capabilities, and Demand. Starting from a meta-analysis of more than 100 deep technology categories, Stratalis prioritized the five most disruptive and convened more than 30 leading experts, from fusion developers to quantum computing executives, to stress-test the analysis against people who understood what was actually coming. The output was strategic options with explicit triggers: not predictions, but conditions that would move each option up or down the value ladder.
Outcome: Thirteen actions were presented to the Executive Committee and the Board, investments the company had to make now, positions to hedge through partnerships and pilots, and technologies to monitor until a trigger event warranted more. The work led directly to the company creating a new group to watch deep technology advancement continuously, carrying the options into the CTO organization for implementation rather than leaving them in a report.
How a Top 3 Mining Company Built a Billion-Dollar Innovation Roadmap When No Technology Existed Yet Client: Top 3 Global Mining Company. Sector: Mining.
A Top 3 Global Mining Company moved from incremental optimization to a billion-dollar innovation roadmap, built against the specific constraints of its operating model rather than against a generic technology agenda.
Challenge: A Top 3 Global Mining Company recognized that its current operating model was not sustainable. Costs were rising, productivity gains were diminishing, and traditional operational improvement approaches had been applied and were not delivering the scale of change the business required. The technology development landscape across the industry offered no immediate answers. Mining was behind other industries. There was no available solution to buy.
Approach: The team began by defining the full challenge within the existing operating model, not just mapping operations as a system, but applying industrial ethnography to understand the inherent limitations and uncover potential opportunities at the front line. Studying the challenges allowed for a multi-staged approach: some changes could improve profitability immediately, while others built toward a long-term vision of redesigned operations. Because buy-in throughout the company was critical, Stratalis developed with the client an innovation mission, vision, and communications plan, involving individuals from across the organization in the innovation process from ideation through to implementation. Innovation sessions ranged from round-table technology discussions to large open innovation events designed to solve specific operational challenges. Stratalis then worked with the client to develop a multi-staged innovation roadmap linking technology, operating methods, and infrastructure across three stages of benefit. Recognizing that the company had neither the capital, technical knowledge, nor competitive need to own all of the development, Stratalis helped involve suppliers and external thought leaders to deliver the concepts for the future.
Outcome: The project galvanized the organization behind innovation and produced a roadmap and concepts for technology development worth over a billion dollars in value across the company's asset base, moving the business from seeking incremental improvement to pursuing a fundamentally different operating model.
How a Printing Inks Company Grew $50M in New Revenue as Its Core Market Contracted Client: Global Printing Inks & Coatings Company. Sector: Chemicals.
Over $50 million in high-margin growth through five new business units, built by redirecting a global printing inks company's existing capabilities toward emerging markets as its traditional core eroded by $1 billion annually.
Challenge: One of the world's largest producers of printing inks, coatings, and pigments faced an unprecedented erosion in its traditional core markets, $1 billion per year and accelerating. The disruption was structural, driven by the shift away from print, and it was not going to reverse. Defending the core was not a strategy; it was a postponement. The company needed to find growth that its capabilities could actually deliver, not an adjacent market it could enter in theory, but one where it held a genuine advantage.
Approach: Cross-functional teams explored the company's capabilities and competitive advantages, what it actually knew how to do that was hard to replicate, and mapped those against high-growth sectors with non-traditional potential customers. The exercise was deliberately broad at the start, narrowing to opportunities where the capability fit was strongest and the market position most defensible. A future vision, strategy, and execution plan followed from that narrowing.
Outcome: The work delivered over $50 million in high-margin growth through the launch of five new business units in emerging segments: printed electronics, industrial digital printing, and functional coatings, markets where the company's capabilities were a genuine advantage rather than a marginal one.
How a Global Chemicals Company Executed a Strategic Pivot Through China Market Disruption Client: Global Chemicals Company. Sector: Chemicals.
A global chemicals company turned geopolitical disruption in China into a source of competitive advantage, executing a strategic pivot across Asia built on scenario planning rather than a single forecast.
Challenge: A global chemicals company could see what was coming: geopolitical shifts and accelerating competitive dynamics in China were going to disrupt its manufacturing strategy and product portfolio. The disruption was not hypothetical, it was a matter of timing and degree, not of whether. The choice was not whether to respond but how. A defensive response carried its own risks. The more demanding question was whether the disruption could be turned into a source of advantage for a company that moved with enough clarity and speed.
Approach: Stratalis applied scenario planning and futurecasting to map how the disruption would unfold across multiple possible trajectories, not to select a single prediction but to identify the strategic responses that would hold value regardless of which trajectory materialized. That gave the company a pivot built on resilience to uncertainty rather than dependence on one forecast being correct.
Outcome: The pivot was executed across Asia operations. The company came through a period of significant market disruption having preserved its competitive position and, in the segments where it moved earliest, having built advantage that competitors who waited did not.
How the World's Leading Automotive Supplier Future-Proofed Its Strategy Against Combustion Market Uncertainty Client: #1 Global Automotive Supplier. Sector: Automotive.
The #1 Global Automotive Supplier used Strategic Scenarios to reveal that combustion market stability was not guaranteed, leading to two new strategic choices and early diversification away from combustion dependence.
Challenge: The world's leading automotive supplier was setting a five-year plan at a moment when the industry's future was more uncertain than its planning assumptions acknowledged. The executive team's ingoing position was that demand for combustion automobiles was stable, a reasonable read of current data, but one that left the company exposed if the trajectory changed. The plan would concentrate resources and capital on a future that might not arrive.
Approach: Stratalis applied its Strategic Scenarios process to stress-test the plan against a range of possible futures, across technology, regulation, and consumer demand. The process did not produce a single revised forecast. Instead, it revealed that the combustion market's stability was conditional on a set of assumptions that were themselves in motion. Two distinct strategic choices emerged, each coherent under a different set of conditions.
Outcome: The company defined two new strategic options: a committed investment in next-generation technologies, and a managed extraction of mature-market profits. With both options defined, the company began diversifying away from combustion dependence, a decision that positioned it ahead of the market shift rather than in response to it.
How a Specialty Food Leader Achieved 45% Organic Revenue Growth Through Diversification Client: Specialty Food Leader. Sector: Consumer Goods.
+45% in organic revenue growth delivered to a specialty food leader through a diversification and growth strategy built on capabilities and market positions already held, but not yet fully deployed.
Challenge: The CEO of a specialty food leader needed to identify where the next phase of growth would come from. The company held a strong competitive position in its core categories, but that position alone was not sufficient to sustain the performance the business required. Organic growth within the existing frame was limited, and acquisitions carried integration risk the company was not positioned to absorb at speed. The answer had to come from within, from capabilities and market positions the company already held, directed at opportunities it had not yet pursued.
Approach: Stratalis identified non-obvious market opportunities, those not apparent from a straightforward read of current competitive dynamics, and crafted a diversification and growth strategy that aligned the organization behind a clear future vision. The approach translated strategy into the organizational and investment decisions needed to execute it, not just a plan on paper.
Outcome: +45% in organic revenue growth, driven by opportunities the company had not previously identified or prioritized.
How a Global Industrial Achieved 30% GHG Reduction Without Compromising Competitive Performance Client: Global Industrial Leader. Sector: Mining.
A global industrial leader achieved 30% GHG reduction targets while maintaining competitive performance, through a decarbonization roadmap grounded in scenario planning and operational reality rather than aspiration.
Challenge: A global industrial leader had committed to ambitious GHG reduction targets. The ambition was real and the commitment was public, but the path from target to delivery ran directly through operational complexity: how to decarbonize at scale while maintaining the competitive performance and continuity the business depended on. The tension between sustainability ambition and operational reality was present in every investment decision.
Approach: Stratalis helped define a decarbonization roadmap using rigorous scenario planning and uncertainty management frameworks, aligning the organization around a sequence of decisions that was both technically credible and strategically coherent. The approach treated decarbonization not as a compliance exercise but as a strategic challenge requiring the same discipline applied to any major capital allocation decision.
Outcome: 30% GHG reduction targets achieved, demonstrating that sustainability and competitive strategy can reinforce each other when the roadmap is grounded in operational reality and strategic rigor rather than aspiration alone.
How a CPG Company Built a Plannable Timeline for Plastic Packaging Regulation Client: Major CPG Company. Sector: Consumer Goods.
A major CPG company gained a dated, category-specific forecast of plastic packaging bans, built from regulatory precedent rather than legislation, giving the CEO a plannable timeline to act ahead of consumer and regulatory pressure.
Challenge: A major CPG company recognized that many of its highest-margin solutions relied on plastic packaging and were at risk. Political pressure, regulatory momentum, and shifting consumer sentiment were all moving in the same direction, but the pace and sequence of that movement were not clear. The CEO needed an answer to a specific question: how far ahead does the company need to anticipate this shift, and what should it be doing about it now? Without a credible timeline, the only options were to act too early and absorb unnecessary cost, or too late and be forced to respond under pressure.
Approach: Because a threat of this kind cannot be read off current legislation, Stratalis built the forecast from precedent, reconstructing the histories of comparable regulatory bans, from trans fats through to single-use plastics, to establish the typical arc from political attention to legislative action. That historical pattern was applied to the specific categories and geographies that mattered most to the company, distinguishing consumer-facing packaging from bulk business packaging where the regulatory dynamics were materially different.
Outcome: The forecast gave the CEO a dated view of the threat for the first time. Bans on consumer-facing packaging were coming within a plannable horizon; bulk business packaging sat well outside it. The company now had the basis to act ahead of the curve, making investments in alternative materials and packaging innovation with a realistic view of when those investments needed to be ready.
How a Global Miner Opened Routes to Deep Orebody Value Beyond the Reach of Conventional Mining Client: Global Top 5 Diversified Miner. Sector: Mining.
Novel mine planning approaches and studies developed for a Global Top 5 Diversified Miner, opening routes to deep orebody value that conventional mining methods could not reach economically.
Challenge: A Global Top 5 Diversified Miner faced a structural challenge: its best remaining orebodies sat deeper than its current methods could reach economically. Billions of dollars of value were stored beneath the surface, and the approaches that had defined the industry for decades were not going to get there at an acceptable cost. The answers that existed were not sufficient. New ones had to be created.
Approach: Because the knowledge required to solve deep mining did not sit inside any single company or discipline, Stratalis brought together dozens of the world's leading experts, from mining, physics, engineering, and adjacent industries facing analogous extraction challenges. The engagement was structured to produce novel approaches rather than to catalogue existing ones: the starting point was the problem, not the available technology.
Outcome: The sessions produced new mine planning approaches and novel studies that opened routes to the value sitting below the reach of conventional mining, giving the company a foundation for pursuing orebodies previously written off as uneconomic.
How a Global Top 5 Miner Built Its First Enterprise-Wide Mine of the Future Vision Client: Global Top 5 Diversified Miner. Sector: Mining.
The first enterprise-wide Mine of the Future vision built for a Global Top 5 Diversified Miner, establishing a sequenced technology roadmap across the full underground portfolio and a foundation for coherent investment decisions.
Challenge: Having seen on a single site that technology could redefine the value of an asset, a Global Top 5 Diversified Miner needed the same view across its whole underground business. No shared vision existed of what its underground assets could become, and no basis existed for choosing between the technologies that might get them there. Investment decisions were being made asset by asset, without a framework connecting them to a portfolio-level view of where the business was trying to go.
Approach: Stratalis was called in to design the Mine of the Future vision for the entire organization and its broader portfolio. An open innovation approach defined which technologies might change the future of underground mining globally, drawing on sources well beyond the mining industry itself, and techno-economic modeling was applied to evaluate each against the company's specific orebody and cost conditions.
Outcome: The work set the first real enterprise-wide vision of what was possible for the underground assets of a Global Top 5 Diversified Miner, giving the business a sequenced technology roadmap across the portfolio and the foundation for the investment decisions that followed.
How a Global Miner Turned a Portfolio Vision into Funded Roadmaps Across Six Technical Domains Client: Global Top 5 Diversified Miner. Sector: Mining.
Dozens of new projects launched from funded domain-specific roadmaps built for a Global Top 5 Diversified Miner, covering tailings, seismicity, slope stability, hazard removal, automation, and processing.
Challenge: Going deeper into the portfolio of a Global Top 5 Diversified Miner, the hardest technical areas, tailings, hazard removal, underground seismicity, open pit slope stability, automation, and processing, each held no future vision of their own. A portfolio-level view existed, but the specific constraints of each domain were too particular for a single framework to address. Each technical practice was operating without a funded plan for where it was going.
Approach: Stratalis was brought in to set the future visions, technology scans, and roadmaps for each technical practice area. Two approaches ran in parallel: a bottom-up, needs-based approach starting from the specific operational challenges of each area, and a top-down scan of technologies emerging from adjacent industries and research programs. Where the two intersected, emerging technologies capable of addressing specific operational constraints, the roadmap was built.
Outcome: The roadmaps led to dozens of new projects, unlocking economic value and safer mining operations, leaving each technical practice with a funded plan of its own rather than a share of a corporate ambition that did not translate to the domain level.
How a Tier 1 Industrial Built a Continuous Technology Foresight Capability Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial moved from commissioning one-off deep technology studies to owning a continuous Technology Foresight capability, with AI-powered monitoring and a formal review cadence built into the organization.
Challenge: Stratalis had completed a Board-level view of deep technology disruption for a Tier 1 Global Industrial. The reception was positive, but the organization recognized a structural limitation: a one-off analysis, however rigorous, begins aging immediately. Artificial intelligence was moving at speed. New technologies were emerging continuously. The question was not whether another snapshot would be needed, it was how to stop depending on snapshots at all.
Approach: Stratalis was asked to help the company develop a Technology Foresight capability, a system rather than a study. Over eight weeks, through discovery, operating model work sessions, and design sessions, Stratalis built the Technology Foresight function: the tools, processes, and organizational structure needed to monitor deep technology advancement continuously and update the company's positions dynamically.
Outcome: The company can now take a position on each deep technology, to lead, follow, or monitor, and revisit that position dynamically through AI-powered tools, and formally three times a year. Deep technology foresight became a function the company owns rather than a service it commissions.
How a Tier 1 Industrial Created a Strategic Framework for Managing Billions in IP Value Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial transformed its IP management from an administrative function into a strategic system, cataloging, scoring, and prioritizing dozens of high-value assets for the first time through a structured IP Strategy Framework.
Challenge: The leadership of a Tier 1 Global Industrial recognized that decades of operating advantage carried billions of dollars of potential forward value, in proprietary processes, technical know-how, and innovations never formally assessed as assets. Intellectual property was handled administratively: strong technical work was being done, but there was no shared language for IP, no designated owner, and no decision rights connecting IP to strategy. The value existed. The system to capture it did not.
Approach: Stratalis was engaged by the Head of R&D and IP to create a portfolio posture that concentrated protection where it created the greatest strategic leverage. Over approximately twelve weeks, through a discovery process and structured design sessions, an IP Strategy Framework was developed, giving the organization a common language, a governance model, and a method for scoring IP assets on strategic impact and urgency.
Outcome: The Framework was applied in a live pilot across the company's most critical process area, cataloging dozens of potential assets into a structured inventory, scoring each on impact and urgency, and setting the priorities for where protection and commercialization effort should be concentrated. For the first time, the organization had a system for managing IP as a strategic asset rather than an administrative function.
How a Tier 1 Industrial Made Its Innovation Portfolio Legible to the Board Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial's innovation group gained Board-level credibility and protected its mandate, through a quantitative, value-driven goal set connected to roadmaps aligned to corporate targets.
Challenge: The CTO of a Tier 1 Global Industrial had built a substantial innovation and technology management function, several hundred employees, considerable investment, and meaningful programs underway. But the value of that work was not visible to the Board or the CEO. The connection between what the innovation group was doing and what the corporation was trying to achieve had not been made clearly, and in its absence, the program's budget and mandate were at risk.
Approach: Stratalis was asked to establish what all of the various pieces of innovation and technology management work actually were, how they connected, and how that picture could be translated into a coherent strategy aligned to corporate targets. The engagement produced a single view of the innovation portfolio, including the work that was connected to corporate goals and the work that was not.
Outcome: The work produced a clear, quantitative, value-driven set of goals for the Innovation group, connected to roadmaps that aligned upward to corporate targets. Work that did not connect was identified and exited. The Board gained a view of the innovation portfolio that was legible, credible, and tied to the performance metrics it cared about.
How a Tier 1 Industrial Closed the Gap Between Innovation Investment and Commercial Results Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial closed the gap between innovation investment and commercial results through a global Innovation Playbook, addressing idea capture, culture, piloting, and scaling in a single system.
Challenge: A Tier 1 Global Industrial was investing heavily in innovation. The resources were committed, the programs were running, and the intent was genuine, but organizational resistance and inertia were preventing results from materializing. Ideas were not being captured effectively. Pilots were not reaching scale. The gap between investment and outcome was growing, and the CTO needed to understand why. The problem was not ambition or budget. It was the absence of a system.
Approach: Stratalis undertook a global study of innovation practice, from how a culture of innovation is stimulated to how separate groups are established and protected from the pressures of the core business. The study drew on organizations that had consistently turned innovation investment into commercial outcomes, and used those findings to design an Innovation Playbook tailored to the specific structure, culture, and constraints of the client.
Outcome: The Playbook set the foundation for the company's innovation strategy: from how it defined and discovered new ideas, to how it built the culture in which those ideas could survive, to how it moved the best of them from concept to pilot to scale. The gap between investment and results began to close.
How a Tier 1 Industrial Realigned Its Decarbonization Roadmap to Operational Reality Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial realigned its decarbonization roadmap to operational reality and implemented a novel uncertainties-based MACC curve, the first of its kind in the sector, moving from theoretical ambition to executable strategy.
Challenge: The CTO of a Tier 1 Global Industrial grew concerned that the company's Scope 1, 2, and 3 decarbonization targets, vision, roadmaps, and plans were not grounded in technical and operational reality. A 15-year multi-scenario model existed, but it had been built from a technical possibility perspective rather than from what the organization could actually execute. Ambition had run ahead of feasibility, and the gap between them was not visible in the plan. A plan that could not be executed was not a plan, it was a risk.
Approach: Stratalis was brought in to peer-review the existing work and help set an agenda grounded in organizational feasibility as much as technical possibility. The ITA Operating Model, a technical assessment framework, was developed to evaluate each element of the roadmap against what was actually achievable within the company's operational and organizational constraints.
Outcome: The strategies across rail, shipping, fuel supply, and operations were realigned to reflect what could actually be achieved. The company also implemented a novel uncertainties-based Marginal Abatement Cost Curve, the first of its kind in the sector, giving leadership a tool to allocate decarbonization investment against real-world constraints rather than theoretical potential.
How a Global Miner Built a Defensible Decarbonization Roadmap Across Rail and Open-Pit Operations Client: Global Mining Company. Sector: Mining.
A Global Mining Company translated ambitious decarbonization commitments into a defensible multi-horizon roadmap, technically grounded, stress-tested across scenarios, and built to hold value under conditions of uncertainty.
Challenge: A Global Mining Company had committed to ambitious sustainability targets, but the path from commitment to delivery was not clear. Alternative fuels, retrofitting legacy equipment, and proving the economics of decarbonization at scale, each was technically complex on its own, and the interactions between them made planning harder still. There was a constraint that could not be relaxed: production could not be disrupted while the transition was underway. A plan was needed that was defensible, technically, operationally, and commercially.
Approach: Stratalis developed scenario-based decarbonization roadmaps for both rail and open-pit operations, evaluated alternative fuel pathways against the specific conditions of the company's assets, and built techno-economic models to test the viability and relative economics of each option. The models were stress-tested across a range of scenarios to ensure the roadmap held value under uncertainty rather than depending on a single trajectory being correct.
Outcome: The client adopted a multi-horizon decarbonization roadmap with clear investment priorities, staged implementation milestones, and a defensible business case for the board, positioning the company as a credible leader on decarbonization with a plan that could actually be executed.
How a Mining Company Built a New Approach to Seismic Risk Using Technology from Adjacent Industries Client: Global Mining Company. Sector: Mining.
A Global Mining Company moved beyond the limits of traditional seismic risk mitigation through a cross-functional program and technology scan from adjacent industries, resulting in an integrated monitoring framework and a roadmap to remove people from the highest-risk environments.
Challenge: Seismic events are among the most complex risks in underground mining, and for this Global Mining Company, traditional mitigation methods had reached their limits. The tools in use, monitoring systems, planning protocols, safety procedures, were not integrated with each other. Geotechnical, operations, and safety teams each held part of the picture. No one held all of it. The question was whether any technology from outside the industry could change the risk profile, or whether the only remaining answer was to accept it.
Approach: Stratalis began with stakeholder engagement across the geotechnical, operations, and safety functions, and found that the challenge was as organizational as it was technical. Information existed but did not flow. A cross-functional program was designed to integrate those functions and synthesize their insights, then used as the foundation for a structured scan of technologies from adjacent industries that had addressed comparable sensing and prediction challenges.
Outcome: The client gained a prioritized portfolio of seismic risk reduction technologies, an integrated monitoring framework connecting functions that had previously operated in isolation, and a roadmap with a clear sequence for removing people from the most hazardous environments. The risk profile did not have to be accepted, it could be changed.
How a Mining Leader Made a Capital Commitment on Unproven Haulage Technology Without Betting Everything Client: Global Mining Leader. Sector: Mining.
A Global Mining Leader facing an unproven haulage technology commitment gained the decision framework to stage capital commitments intelligently, preserving strategic optionality without abandoning the transformation ambition.
Challenge: A Global Mining Leader was evaluating an expansion feasibility study built around a bold proposition: alternative haulage technology that had not yet been proven at scale. The business case was compelling, but the unknowns were significant, unproven technology, complex integration challenges, and a capital commitment of a scale that could not be reversed once made. The organization needed a way to make a decision under genuine uncertainty, not to wait for certainty that would not arrive in time, but not to commit blindly to a technology that might not perform.
Approach: Stratalis applied structured uncertainty management: Independent Technical Assessments to stress-test the technology's claims, scenario-based evaluation to map how the investment would perform across a range of possible outcomes, and flexible planning frameworks to identify the decision points at which commitment could be staged rather than made all at once. The unknowns were mapped systematically, and the triggers that would move each uncertainty from risk to resolved were defined explicitly.
Outcome: Leadership gained a clear-eyed view of the technology risks, a decision framework for staged capital commitment, and the strategic optionality to proceed, pause, or pivot without abandoning the transformation ambition. The organization could act without waiting for certainty, and knew exactly what it was watching for.
How a Specialty Dairy Market Leader Repositioned for Growth Through Strategic Scenarios Client: Market Leader, Specialty Dairy. Sector: Consumer Goods.
A market-leading specialty dairy company moved beyond three conventional growth options to identify a fundamentally new business model, guided by four strategic scenario visions still shaping organizational decisions.
Challenge: The CEO of a market leader in specialty dairy was facing a strategic decision under pressure. The business held a strong market position, but the question of where to invest next, geographic expansion, product development, or channel growth, had not produced a clear answer. Each option had advocates, each had merit, and the executive team was not aligned. The ingoing choices were all variations on the existing model. None of them addressed whether the model itself was the right foundation for the next phase of growth.
Approach: Stratalis began with a robust quantitative baseline, analysis of existing market, customer, and industry data to establish what was actually known. This was paired with a deep qualitative ethnographic analysis of the customer, consumer, and distributor value chain to understand where the market was actually headed, supported by competitive mapping and an exploration of macroeconomic, societal, technological, and industry trends. Through the strategic scenario process, the team discovered that the opportunity for growth lay not in geography, product, or channel expansion for the classic lines, but in repositioning a small, growing part of the business toward a new, consumer-facing model focused on direct-to-consumer branding. That realization created a second challenge: the existing business could not operationally or culturally support the change. Stratalis worked with the client to develop a bifurcated skunkworks operating model, a company within a company, that allowed the existing business to continue while a separate structure drove the culture, tools, and processes for the future.
Outcome: The client refocused the organization and supplemented its talent to develop the new business model for the future. The four strategic scenario visions that emerged from the work are guiding decision-making across the business, not as a one-time output, but as a framework the organization continues to reason against.
How a Top 3 Mining Company Set a Technology Investment Strategy Built for Competitive Advantage Client: Top 3 Global Mining Company. Sector: Mining.
Technology investment strategy redesigned for a Top 3 Global Mining Company, capital redirected from legacy areas to new growth platforms where the technology trajectory favored the company's existing competitive strengths.
Challenge: A Top 3 Global Mining Company was making a significant investment in technology and innovation to develop a new operating model. The question was not whether to invest, that decision had already been made, but where. With multiple competing priorities and no shared view of where technology would actually shift competitive advantage, the risk was a substantial investment distributed across too many directions. Existing planning tools produced projections of the present, not of the future.
Approach: Stratalis applied Futurecasting to identify where the major technological shifts in the industry would occur, and what each would mean for the business. Those shifts were mapped against the company's existing sources of competitive advantage to determine where investment would build a durable edge and where it would not, producing a clear view of which bets to make, which to exit, and which new platforms warranted capital that had not yet been directed there.
Outcome: The company changed its technology strategy. Investment was reduced in areas where competitive advantage was eroding regardless of spend and redirected to new growth platforms, business models, and product specialization, areas where the technology trajectory favored the company's existing strengths.
How a Global Mining Major Built a Forward-Looking View of Competitor Technology Investment Client: Global Mining Major. Sector: Mining.
A Global Mining Major moved from reactive competitive monitoring to informed positioning, with a prioritized intelligence view of rival technology bets, identified white spaces, and specific investment recommendations.
Challenge: A Global Mining Major lacked a systematic view of how its peers were investing in technology. Innovation signals were available, from vendors, academia, industry events, but they were fragmented and unorganized, with no mechanism to turn them into a coherent picture of where competitors were placing bets, which were gaining traction, and where meaningful gaps or threats were emerging. Operating without that view meant reacting to competitive moves rather than anticipating them.
Approach: Stratalis mapped the competitive landscape across strategic drivers and value chain segments, synthesizing signals from vendors, academia, and industry into intelligence organized for executive decision-making. The output separated noise from signal, identifying technology bets gaining genuine momentum from those that were not, and translated the analysis into specific recommendations for where the company should invest to maintain its competitive position.
Outcome: The client gained a prioritized competitive intelligence view: emerging technology bets by key rivals, identified white spaces competitors had not yet moved into, and strategic recommendations for where to invest to stay ahead. The company moved from reactive monitoring to informed positioning.
How a Tier 1 Industrial Aligned Its CTO Organization After Major Acquisitions and Carve-Outs Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial's CTO organization gained a single strategic plan and shared language across all technical groups following major acquisitions and carve-outs, the first coherent direction since the restructuring.
Challenge: A Tier 1 Global Industrial had just undergone a significant organizational shift through several acquisitions and carve-outs. In the wake of that restructuring, the technical groups and the Office of the CTO held no shared view of where the CTO organization should play or how it should win. Each group had its own priorities, its own framing, and its own agenda. At a moment of organizational transition, the absence of alignment carried real cost.
Approach: Having designed many of the technology roadmaps and related pieces of work for the CTO, Stratalis was asked to build on that foundation to create alignment across all technical groups. The engagement produced a CTO strategy: a clear articulation of where the organization would play and how it would win, translated into a portfolio of work that each technical group could orient against.
Outcome: The work set the foundation for what the Office of the CTO and all technical practices would focus on over the following several years, giving the technical organization a single strategic plan and a shared language for the first time since the restructuring.
How a Tier 1 Industrial Built a Common Language and Operating System for Technology Portfolio Management Client: Tier 1 Global Industrial. Sector: Industrials.
A Tier 1 Global Industrial replaced fragmented portfolio management with a Technology Management Playbook, establishing the common language, governance, and operating system needed to connect innovation investment to corporate strategy.
Challenge: A Tier 1 Global Industrial had spent years pivoting between centralized and decentralized technology management models. The consequence was fragmentation: individual parts of the portfolio operated without clear linkage to each other or to the corporate strategy, there was no institutionalized portfolio management and governance mechanism, and there was no common language for what was a vision, a roadmap, or a project. The organization had the ambition and the resources to transform, but not the operating system to do it.
Approach: The CTO asked Stratalis to design an Office of Innovation and Technology Program Management. Working collaboratively and in phases, Stratalis delivered the Technology Management Playbook addressing five foundational questions: what the portfolio was for, how it should be governed, how decisions should be made under uncertainty, how individual programs connected to the strategy, and how progress should be measured and communicated.
Outcome: The Playbook established the strategic language the enterprise would hold in common, with an uncertainty-based portfolio regime that clearly separated visions from roadmaps from projects, and a management mechanism the organization could actually sustain. For the first time, the CTO organization had a system rather than a series of individual programs.
How a Major Food Producer Translated a Diversification Strategy into an Executable Innovation Plan Client: Major Food Producer. Sector: Consumer Goods.
A major food producer translated a diversification strategy into an executable innovation plan, with growth platforms across three horizons, prototyped concepts, and a commercial model that gave innovation a defined role in delivering corporate growth for the first time.
Challenge: Having used Strategic Scenarios to set a direction built on diversification, the CEO of a major food producer faced the next question: how to make it real. Innovation had no stated role in delivering the company's growth targets, no agreed platforms to work against, and no quantitative objectives. The executive team also recognized that reaching new consumers was not the same as the capabilities the company had built to serve its existing ones. The direction was clear. The path from direction to outcome was not.
Approach: Stratalis developed a series of innovation engagements built around four questions: what the company wanted to achieve, what role innovation would play in getting there, what realistic targets were, and how the company would execute against them. Growth platforms were selected and phased across three horizons, with concepts prototyped against each to test commercial viability before significant capital was committed.
Outcome: The company left with a strategic innovation plan: an objective stated in the same language as the corporate strategy, selected growth platforms phased across three horizons, prototyped concepts tested against real consumer demand, and a commercial model for bringing them to market. Innovation had a defined role in delivering corporate growth for the first time.
How a CPG Company Codified Its Culture as a Strategic Asset for Growth Client: Major CPG Company. Sector: Consumer Goods.
A major CPG company codified a powerful but unwritten culture into a strategic organizational asset, with defined themes, investment criteria, and guardians ensuring it could survive beyond any single leader.
Challenge: The CEO of a major CPG company believed the business held a powerful culture that had carried it through significant change. The belief was well-founded, the evidence was in the company's track record. But the culture was uncodified, with no stated link to commercial advantage and no existence independent of the chief executive who had shaped it. The company intended to deliver its next phase of growth through its people. A culture that lived only in the CEO's leadership was not a foundation for that.
Approach: Stratalis ran the work in two phases over six weeks: a diagnostic followed by a design. The diagnostic tested the culture against four conditions found in cultures that hold: authenticity, daily practice, visible leadership commitment, and a link to commercial performance. Where the culture was strong, it was documented precisely. Where it was thin or dependent on individuals rather than systems, the gaps were named. The design phase translated the findings into a codified culture, with strategic themes, investment criteria, and designated guardians to carry it forward.
Outcome: The company left the strategy week with its culture codified, strategic themes and targets for the year, guardians in place, and investment criteria that carried the mission into spending decisions. The culture that had been real but unwritten became an organizational asset, one the next phase of growth could actually be built on.
