ARTIFICIAL INTELLIGENCE
An AI-native strategy firmGlobal Advisors: a consulting leader in defining quantified strategy, decreasing uncertainty, improving decisions, achieving measureable results.
A Different Kind of Partner in an AI World
AI-native strategy
consulting
Experienced hires
We are hiring experienced top-tier strategy consultants
Quantified Strategy
Decreased uncertainty, improved decisions
Global Advisors is a leader in defining quantified strategies, decreasing uncertainty, improving decisions and achieving measureable results.
We specialise in providing highly-analytical data-driven recommendations in the face of significant uncertainty.
We utilise advanced predictive analytics to build robust strategies and enable our clients to make calculated decisions.
We support implementation of adaptive capability and capacity.
Our latest
Thoughts
Podcast – The Real AI Signal from Davos 2026
While the headlines from Davos were dominated by geopolitical conflict and debates on AGI timelines and asset bubbles, a different signal emerged from the noise. It wasn’t about if AI works, but how it is being ruthlessly integrated into the real economy.
In our latest podcast, we break down the “Diffusion Strategy” defining 2026.
3 Key Takeaways:
- China and the “Global South” are trying to leapfrog: While the West debates regulation, emerging economies are treating AI as essential infrastructure.
- China has set a goal for 70% AI diffusion by 2027.
- The UAE has mandated AI literacy in public schools from K-12.
- Rwanda is using AI to quadruple its healthcare workforce.
- The Rise of the “Agentic Self”: We aren’t just using chatbots anymore; we are employing agents. Entrepreneur Steven Bartlett revealed he has established a “Head of Experimentation and Failure” to use AI to disrupt his own business before competitors do. Musician will.i.am argued that in an age of predictive machines, humans must cultivate their “agentic self” to handle the predictable, while remaining unpredictable themselves.
- Rewiring the Core: Uber’s CEO Dara Khosrowshahi noted the difference between an “AI veneer” and a fundamental rewire. It’s no longer about summarising meetings; it’s about autonomous agents resolving customer issues without scripts.
The Global Advisors Perspective: Don’t wait for AGI. The current generation of models is sufficient to drive massive value today. The winners will be those who control their “sovereign capabilities” – embedding their tacit knowledge into models they own.
Read our original perspective here – https://with.ga/w1bd5
Listen to the full breakdown here – https://with.ga/2vg0z

Strategy Tools
Strategy Tools: The 7S Framework – A Comprehensive Guide
By John Khova Global Advisors digital consultant Introduction The McKinsey 7S Framework is one of the most enduring and widely recognised management models in strategic consulting and organisational design. It posits that organisational effectiveness depends not on...
Fast Facts
Fast Fact: Great returns aren’t enough
Key insights
It’s not enough to just have great returns – top-line growth is just as critical.
In fact, S&P 500 investors rewarded high-growth companies more than high-ROIC companies over the past decade.
While the distinction was less clear on the JSE, what is clear is that getting a balance of growth and returns is critical.
Strong and consistent ROIC or RONA performers provide investors with a steady flow of discounted cash flows – without growth effectively a fixed-income instrument.
Improvements in ROIC through margin improvements, efficiencies and working-capital optimisation provide point-in-time uplifts to share price.
Top-line growth presents a compounding mechanism – ROIC (and improvements) are compounded each year leading to on-going increases in share price.
However, without acceptable levels of ROIC, the benefits of compounding will be subdued and share price appreciation will be depressed – and when ROIC is below WACC value will be destroyed.
Maintaining high levels of growth is not as sustainable as maintaining high levels of ROIC – while both typically decline as industries mature, growth is usually more affected.
Getting the right balance between ROIC and growth is critical to optimising shareholder value.
Selected News
Quote: Kevin Book – Clearview Energy Partners
“When analysts have looked at the things that could go wrong in global oil markets, [the Strait of Hormuz blockade] is about as wrong as things could go at any single point of failure.” – Kevin Book – Clearview Energy Partners
Kevin Book’s stark assessment captures the gravity of the Strait of Hormuz closure, a chokepoint through which approximately 20% of global crude oil and natural gas flows, now halted by an unprecedented insurance-driven shutdown triggered by the ongoing Iran war.1 This event, unfolding since early 2026, has plunged world energy markets into turmoil, evoking memories of the 1970s oil embargo and threatening the most severe supply disruption at a single vulnerability point.1
Who is Kevin Book?
Kevin Book serves as co-founder and managing partner of Clearview Energy Partners, a Washington, D.C.-based research firm specialising in energy markets, commodities, and geopolitical risk analysis.1,2 With decades of experience, Book is a recognised authority frequently consulted by media outlets including NPR, Fox News, and industry podcasts for his insights on oil price volatility and supply chain disruptions.1,2,3 His commentary on Fox News and YouTube discussions has highlighted the potential for Iranian retaliation to spike global oil prices through Hormuz interference, positioning him as a leading voice in navigating the intersection of warfare and energy economics.2,3
Context of the Quote: The Iran War and Hormuz Shutdown
The quote arises from coverage of the Iran war’s escalation, where drone strikes near the Strait of Hormuz prompted insurers to deem the narrow waterway uninsurable, effectively drying up tanker traffic without a formal blockade.1 Typically, 20 million barrels of oil transit daily, but the closure has forced producers like Iraq to curtail output due to storage constraints, while attacks on infrastructure in Saudi Arabia, Qatar, and the UAE complicate rerouting efforts.1 President Trump’s response includes U.S. naval escorts and political risk insurance via the Development Finance Corporation (DFC), yet experts doubt its sufficiency given legal limits, finite budgets, and persistent risks to ships and crews.1
Helima Croft of RBC Capital Markets describes this as the largest energy crisis since the 1970s, driven not by mines or missiles-as in the 1980s Tanker War-but by economical drone tactics that spooked commercial operators.1 Shipping executives like Stamatis Tsantanis emphasise seafarer safety and environmental hazards in the strait’s S-curve, underscoring why traffic remains stalled despite U.S. interventions.1
Historical Backstory: The Strait of Hormuz as Global Oil’s Achilles Heel
The Strait of Hormuz, a 33-kilometre-wide passage between Iran and Oman, has long been flagged as the world’s most critical oil chokepoint by bodies like the U.S. Energy Information Administration (EIA). Iran has repeatedly threatened closure during tensions, but the 2026 war marks the first effective halt, amplifying fears realised in war games and risk models.1
Precedents include the 1980s Iran-Iraq War’s Tanker War, where attacks sank over 500 vessels, prompting U.S. reflagging and escorts of 2,500 tankers. That era saw oil prices double amid uncertainty, though global recessions tempered impacts. Earlier, the 1973 Arab oil embargo quadrupled prices via production cuts, not transit blocks, teaching lessons in strategic reserves now strained by current shortfalls.1
Leading Theorists and Analysts on Oil Geopolitics
- Helima Croft (RBC Capital Markets): Global head of commodity strategy, Croft pioneered analysis of insurance-driven disruptions, predicting Hormuz risks from asymmetric threats like drones over conventional blockades.1
- William Henagan (Council on Foreign Relations): Expert on maritime security, Henagan critiques DFC insurance limits in war zones, stressing financial and legal barriers to resuming trade.1
- Daniel Yergin: Pulitzer-winning author of The Prize and vice chairman at S&P Global, Yergin theorised ‘chokepoint vulnerabilities’ in works like The New Map, forecasting Hormuz as a flashpoint where minimal action yields maximal disruption-a prophecy validated in 2026.1
- Amy Myers Jaffe: Energy geopolitics professor at NYU, Jaffe’s research on Middle East supply shocks emphasises alternate routes’ inadequacies, aligning with current Gulf infrastructure hits.1
These theorists collectively warn that Hormuz represents a ‘single point of failure’ in asymmetric warfare, where low-cost Iranian tactics exploit commercial risk aversion, outpacing military countermeasures and reshaping global energy security doctrines.1
References
2. https://www.foxnews.com/video/6390194958112
3. https://www.youtube.com/watch?v=zW1AA3evUT0
!["When analysts have looked at the things that could go wrong in global oil markets, [the Strait of Hormuz blockade] is about as wrong as things could go at any single point of failure." - Quote: Kevin Book - Clearview Energy Partners](https://i0.wp.com/globaladvisors.biz/wp-content/uploads/2026/03/20260309_13h15_GlobalAdvisors_Marketing_Quote_KevinBook_GAQ.png?w=1080&ssl=1)
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We help clients to measurably improve strategic decision-making and the results they achieve through defining clearly prioritised choices, reducing uncertainty, winning hearts and minds and partnering to deliver.
Our difference is embodied in our team. Our values define us.
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Consultants join our firm based on a fit with our values, culture and vision. They believe in and are excited by our differentiated approach. They realise that working on our clients’ most important projects is a privilege. While the problems we solve are strategic to clients, consultants recognise that solutions primarily require hard work – rigorous and thorough analysis, partnering with client team members to overcome political and emotional obstacles, and a large investment in knowledge development and self-growth.
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