For Boards and CEOs
Helping directors and chief executives of mining and industrial companies make long-life decisions that hold up across multiple possible futures, including the ones technology could create.
Assets approved this decade will operate in a very different world
Boards of mining and industrial companies approve assets that run for decades. A mine plan, smelter or furnace approved today will still be operating in the 2040s, while technology, energy, regulation and markets keep moving.
Stratalis helps directors and CEOs make strategic choices that outperform across multiple possible futures, not just the one their organizations expect. We help Boards see which technologies could change the business and when, put numbers on what is at stake, and stage commitments so that ambition does not become a single bet.
Source: Stratalis engagement data.
Independent, senior-led support for the decisions that shape the next twenty years
We support Boards and CEOs at the moments that matter most: strategy reviews, long-life capital decisions, technology and innovation oversight, and the response to disruption.
Strategy Across Possible Futures
Strategic Scenarios and Futurecasting that test strategy against several plausible futures, so the Board can see which choices hold up and which depend on a single forecast.
Deep Technology and Disruption
A Board-level view of which deep technologies could change costs, operations or markets, with Board-level actions triaged into what to do now, what to keep open and what to monitor.
Capital Decisions Under Uncertainty
Decision frameworks that stage commitments to unproven technology, preserving strategic optionality without abandoning the ambition.
Asset and Portfolio Value
Techno-economic analysis that finds value others have missed, including over $1 billion of potential value at a site that was heading for closure.
Technology and Innovation Oversight
Quantified goals, roadmaps and portfolio governance that make technology and innovation spending legible to the Board.
Mine of the Future Visions
Enterprise-wide visions of what a portfolio of operations could become, sequenced into roadmaps that give the Board a foundation for coherent investment decisions.
Decarbonization Roadmaps That Hold
Multi-horizon roadmaps stress-tested across scenarios and grounded in operational reality, so commitments remain defensible.
Wargaming and Competitive Threats
Wargaming that shows what the business is worth with growth options priced in, used to reframe negotiations and competitive responses.
Five questions directors should be able to answer
Does our strategy hold if the future we expect does not arrive?
Have we tested our strategy and capital plan against several plausible futures, or against a single forecast?
Which long-life investments could technology challenge?
Which mine plans, smelters, furnaces or plants approved in the next five years could be challenged if a technology milestone arrives early?
Are we staging our bets on unproven technology?
Where we commit capital to new technology, have we kept options open, or are we betting everything on one outcome?
Can we see what our technology spending is worth?
Do management's technology and innovation goals connect to corporate targets in a way the Board can follow?
Are the right signals reaching the Board?
Who monitors technology and market developments today, and do those signals reach the committees that make strategic and capital decisions?
If any answer is unclear, a Board briefing with a Stratalis partner is a good place to start.
Four ways to work with us, from a single Board session to a full strategy program
Each option is led by senior partners and designed to produce decisions the Board can act on.
Work that shaped Board-level decisions in mining and heavy industry
Six engagements where the outcome reached the Board and the capital plan. Select a case to read it in full.
Common questions
How should a mining Board think about deep technology disruption?
Start with timing. A mine plan or smelter approved this decade will still be operating in the 2040s, so the Board needs to know which deep technologies could change energy costs, operations or demand within that life, and when. Stratalis helps Boards scan more than 100 deep technologies against their own value chain, then triage the findings into what to do now, what to keep open through partnerships and pilots, and what to monitor.
How can a Board oversee technology and innovation strategy?
Ask for quantified, value-driven goals connected to roadmaps that are aligned to corporate targets, and a portfolio governed with a common language and clear decision gates. Stratalis has built this for a Tier 1 Global Industrial, whose innovation group gained Board-level credibility as a result.
How should Boards approach capital decisions that depend on unproven technology?
Stage the commitment rather than betting everything on one outcome. Stratalis gave a Global Mining Leader facing an unproven haulage technology commitment a decision framework to stage capital intelligently, preserving strategic optionality without abandoning the transformation ambition.
Why does scenario planning matter to Boards?
Long-life decisions made against a single forecast are fragile. Strategic Scenarios test strategy against several plausible futures, so directors can see which choices outperform across them. Stratalis has used scenarios to help clients diversify ahead of market shifts and to keep strategy on course through disruption.
Who advises mining and industrial Boards on technology strategy and disruption?
Stratalis is a strategy and technology consultancy specializing in mining, metals and heavy industry. It has delivered Board-level deep technology work for a Tier 1 Global Industrial, the first enterprise-wide Mine of the Future vision for a Global Top 5 Diversified Miner, and over $1 billion of potential value at a site heading for closure. Stratalis has served clients in more than 40 countries and has a 100% client repeat rate.
Request a Board Briefing
A confidential conversation with a Stratalis partner about the strategic and capital decisions in front of your Board.