Amid the emerging market headwinds, data discovery and exploration are going to be key pillars in supporting best-for-business decision making around the development and delivery of growth and business optimisation strategies.

Many organisations fall into the trap of only using data to validate their biases rather than using it as an exploratory tool to learn more about their business, their competition, and the market forces at play.

In the infrastructure and environment sectors, emerging market complexities continue to place an increasing amount of pressure on financial and operational performance. As a result, the majority of businesses will be starting to consider how best to position themselves for future growth.

So you’ve developed a winning strategy. Now, you’re confronted with the next and more complex challenge: how best to deliver.

In all organisations, the core business focus needs to take priority. Current complexities concerning organisational structures and emerging markets are consuming the focus of leaders and operating teams, leaving little to no time for strategy delivery.

We’re amid the perfect storm: Current industry player performance issues and emerging market headwinds are creating a high level of uncertainty within the infrastructure and environment sectors.

When it comes to strategy development in the current climate, we need to be aware that these factors will limit the potential for strategic growth and transformation over the short to medium term.

Over the last 5+ years, amongst some of the tier 1 infrastructure service providers, we’ve seen market consolidation, key leadership departures, performance-related issues and reduced trading multiples. So where do these businesses go from here? It’s not going to be smooth sailing on the road ahead.

Over the last 3+ years, we’ve seen infrastructure funds invest strongly in waste management assets and related developing technology in the ANZ market.

While these types of businesses do provide essential services, given the front-and-centre focus on decarbonisation and the transition towards a circular economy, do they come with the high barriers to entry, predictable cashflows and adequate capital protection characteristics that define infrastructure-like assets?