In an era of rising economic nationalism and intensifying rivalries, business leaders with extensive cross-border operations must develop sharper agility and foresight. Their ability to make informed decisions in this volatile environment hinges on the strength of their so-called geopolitical radar – their capacity to effectively track and proactively assess these shifting dynamics.
This requires a fundamental shift in mindset from relying on backward-looking, experience-driven assessments of geopolitical risks to embracing a more forward-looking tracking of geopolitical dynamics, combined with rigorous scenario planning.
This white paper, the result of collaboration between IMD, Boston Consulting Group and the World Economic Forum, provides a status report on how firms are enhancing their detection, understanding and assessment of the many geopolitical factors that have emerged over the past decade.
The COVID pandemic elevated geopolitical understanding as a critical consideration for supply chain managers – and it remains essential to their success today.
Leaders at the WEF’s Annual Meetings of the Global Future Councils and Cybersecurity focused less on rivalry and more on action.
Globalization as we know it is over. The United States no longer stands alone, and China’s rise has redrawn the world’s balance of power. In this new age of parity, resilience has replaced efficiency as the true measure of competitiveness.
At the IMD Alumni Symposium, World Economic Forum President Børge Brende argued that despite global turmoil, he sees a resilient world economy, but warns that success will depend on adaptation and reform.
The success of the biggest American companies and pension funds depends on international markets. Perhaps this can give the world the leverage it needs to keep the US on board for the energy transition.
Business leaders must master the art of building strategies that take account of partisan divides over net-zero goals while progressing the interests of their company and society.
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