Recent Publications
Alok K. Agrawal argues that strategy without capital isn’t strategy—it’s theater. Drawing from his experience leading corporate strategy at scale, he explains that real strategic impact requires the power to allocate resources, shut down distractions, and invest in growth. Too often, CSOs are tasked with planning but not execution, leading to slide decks instead of outcomes. Agrawal outlines what it takes to make strategy real: capital authority, operational ownership, and the discipline to focus.
Alok K. Agrawal reflects on why most corporate venture capital (CVC) programs fail: lack of strategic intent, internal alignment, and accountability. Drawing from firsthand experience building and leading a successful CVC, he shares a disciplined approach focused on business value—not buzz. Each investment was tied to a clear strategic priority, backed by a business case, and required joint sponsorship from both the venture team and business leadership. Real value came from saying no to distractions, moving quickly, and staying involved after the check. When done right, CVC can be a powerful growth lever.
Mergers and acquisitions can be a powerful engine for growth—or a costly distraction. In this article, Alok K. Agrawal shares lessons from leading dozens of deals across industries as a Chief Strategy Officer and strategic advisor. With insights on planning, pipeline building, diligence, integration, and culture, this piece is a tactical and strategic guide for corporate development leaders, executives, and growth-minded CEOs. Whether you're refining your M&A playbook or exploring your first acquisition, this article provides clear, hard-won guidance on how to do it right.
Alok K. Agrawal breaks down why liquid cooling, long a niche solution, is finally becoming essential infrastructure in the age of AI. As rack power densities push past the limits of air, the industry faces a hard reset on how thermal design works—from servers to entire facilities.
But this isn’t just an engineering challenge. Drawing on his experience advising companies across the compute and hardware value chain, Agrawal explains how the shift to liquid cooling will ripple through strategy: affecting supply chains, vendor relationships, go-to-market models, and capital investment decisions. It’s a guide for anyone trying to understand why thermal design is suddenly a boardroom topic—and what to do about it.
Alok K. Agrawal challenges the prevailing belief that having an “AI story” is enough to build a durable business. Drawing on his experience evaluating hyperscaler-driven businesses and working with enterprise buyers, he argues that customer wins at a hyperscaler are often mistaken for strategic advantage. But in reality, access to compute and early revenue doesn’t translate into defensibility.
Agrawal explains why many AI-native companies are building on shaky ground—relying on narrative momentum instead of operational moats, repeatable distribution, or structural advantage. He outlines what it takes to build lasting value in the age of AI: clarity of business model, focus on go-to-market execution, and a willingness to look beyond short-term signals to invest in long-term differentiation.
Alok K. Agrawal exposes the uncomfortable truth behind many corporate DEI efforts: they’re built on optics, not outcomes. Drawing on his experience advising executives and building high-performing strategy teams, he argues that the real test of DEI isn’t the press release—it’s who gets hired, who gets promoted, and who gets heard.
But this isn’t just a moral imperative. Agrawal makes the case that DEI, when done right, is a competitive advantage—driving innovation, sharpening decisions, and shaping company culture. For leaders tired of performative playbooks, this is a candid, actionable guide to doing DEI like it actually matters.