What is dC/dt and who is the intended audience?

dC/dt is a strategic analysis series designed for top executives, investors and board‑level leaders. It exists to close the gap between how fast markets and technology are moving and how fast your strategy adjusts. Each piece offers a precise read on where the rate of change is accelerating and ends with questions for leadership or board conversations.

How often are new dC/dt posts published?

Posts are released regularly as new geopolitical events and market signals emerge. Recent entries show multiple posts per week, reflecting Christopher’s commitment to provide timely analysis when it matters rather than on a fixed schedule.

How does dC/dt differ from traditional news summaries?

dC/dt does not offer news summaries. Instead, each post provides a position that you can stress‑test against your own decisions, share with your leadership team and apply to your next board conversation. The analysis is calibrated to the environment you are operating in today, not the one from six months ago, and it focuses on decisions that compound over time.

What topics and themes does dC/dt cover?

dC/dt examines the intersection of AI strategy, capital allocation, geopolitical risk and competitive advantage. Themes include how capital allocation meets competitive consequence, the forces reshaping markets and supply chains, and how advantage is built or eroded. The series explores how these forces interact to determine the rate of change of competitive advantage.

How can dC/dt insights be applied within our organization or combined with Christopher’s advisory services?

Each post concludes with questions designed to be taken directly into leadership and board conversations. Organizations can use the analysis to stress‑test their own strategies and inform capital allocation and governance decisions. For deeper engagement, executives can work with Christopher through workshops, briefings or advisory engagements to translate these insights into actionable strategies for their specific context.

Essays

The rate of change of competitive advantage.

Competitive advantage is not a fixed asset. It changes, and the rate of that change is what these essays examine. Each takes one development in AI and works through what it changes for the people who have to decide.

dC/dt - The rate of change of competitive advantage.

Why Your P(doom) Number Needs a Horizon, a Threshold, and a Conditioning Event

What a p(doom) figure needs to specify before boards, insurers, and regulators can use it in a decision.

Token Maxxing vs Outcome Maxxing Is the Wrong Question

How leadership teams can hold a defensible position when executives and investors disagree on measuring AI spend by tokens or by outcomes.

The Pre-Capture Strategy: Why AI Determines Who Owns the Transformation Premium in Family Business Succession

How AI transformation shifts who captures value when a family business is sold, and what a family can do in the years before a sale.

The Silent Downgrade: Why the Model You Licensed in Q1 May Not Be the Model You're Running in Q3

Frontier AI models change after they are licensed, and enterprise contracts and governance tend to assume they do not.

Chokepoint Mapping as a Board-Level Discipline

What a board-level chokepoint inventory covers: the critical dependencies, an owner for each, and a contingency.

Essays

The rate of change of competitive advantage.

Competitive advantage is not a fixed asset. It changes, and the rate of that change is what these essays examine. Each takes one development in AI and works through what it changes for the people who have to decide.

Advancing the future of AI infrastructure.