dC/dt
The rate of change of competitive advantage.
About dC/dt
Your industry is not standing still. Your competitors are not standing still.
The only question that matters is whether your AI strategy, capital allocation, and competitive positioning are calibrated to the speed at which the environment is actually moving, or to the speed at which it was moving when your current frameworks were built.
Most of the time, there is a gap. This is where value erodes, quietly and then suddenly.
dC/dt exists for top executives, investors, and board-level leaders responsible for closing that gap. Each piece gives you a precise read on where the rate of change is accelerating, what your peers are missing, and what the organizations outperforming them are doing differently. Each post closes with a set of questions designed to be taken directly into your next leadership or board conversation.
You will not find news summaries here. You will find positions you can stress-test against your own decisions, shareable with your leadership team, applicable to your next board conversation, and calibrated to the environment you are actually operating in, not the one from six months ago.
The decisions on your desk compound. The analysis here is built to match that.
By Christopher Sanchez
Founder, Emergent Line
Industry Advisor, Stanford Graduate School of Business | Botha Chan Innovation Program
Professor of Practice, Applied Artificial Intelligence and Institutional Strategy, EGADE Business School
Read the latest posts from dC/dt
Why dC/dt
Most strategic frameworks were built to assess where an organization stands. Few were built to measure how fast that position is changing, or what is driving the rate of change.
That distinction is the foundation of everything published here.
Competitive advantage (C) is not a fixed asset. It is a variable. It changes over time (t), and the rate at which it changes (d) is shaped by forces that most organizations are not tracking simultaneously, or with enough precision to act on before the cost becomes visible.
These forces do not operate independently. AI decisions are shaped by geopolitical exposure. Capital allocation is constrained by geopolitical risk and amplified by AI capability. Competitive position reflects the compounding or erosion of all three.
Each piece published in dC/dt examines where these forces intersect and what that intersection means for the decisions on your desk right now.
dC/dt Core Themes
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AI Strategy
Where capital allocation meets competitive consequence. How leadership teams decide where AI creates durable advantage and where it does not.
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Geopolitical Risk
The forces reshaping markets, supply chains, and competitive position that most corporate strategy and AI roadmaps were not built to account for.
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Capital Allocation
The sequencing decisions that separate organizations building compounding positions from those funding activity without strategic anchor.
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Competitive Advantage
How advantage is built, how it erodes, and what the rate of that erosion means for the decisions on your desk right now.
dC/dt is your seat at that table
The topics covered here, the questions examined, and the frameworks applied reflect the thinking I bring to G20 governments navigating AI decisions, Fortune 500 leadership teams pressure-testing their competitive position, financial institutions restructuring capital allocation around AI, and private firms and investors making decisions with long-horizon consequences.
These are questions designed for leaders responsible for decisions that move their organizations in the right direction, now and over time.
Every piece carries the same standard: precise, defensible, and built for leaders who understand that the decisions in front of them compound or cost them.