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 ā 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 sudden imposition of 39% tariffs on Swiss watches in the United States has unsettled one of Switzerlandās most iconic industries. More than a cost shock, it is forcing watchmakers to rethink pricing, value, and resilience.
In the final article of our series, we explore how businesses face hard planetary and geopolitical limits that make the ābusiness as usualā growth model untenable as climate shocks, biodiversity loss, and resource constraints escalate. Circularity is emerging as the strategic operating system for competitiveness in a world where ecological and geopolitical realities define the rules of growth.
The race for tech sovereignty is intensifying as AIās growth drives fierce competition for the rare minerals, chips, energy, and talent that underpin advanced computing. Supply chain fragility, geopolitical tensions, and export restrictions are reshaping access to critical materials, making circularity a strategic imperative.
The rules-based order that underpinned globalization is lurching from an open-source to a closed-source model. But even without the participation of the US, an āopen hybridā system will ensure stability in the long run.
After decades of cheap everything, a new economic order is emerging where the old world of unquestioned abundance is over. In the third part of our five-article series, we explore how this āend of cheapā opens the door to a new logic that optimizes for resource efficiency and zero waste, while delivering nature-positive and regenerative outcomes.
Diego De Giorgi, Group Chief Financial Officer of Standard Chartered, explains how the bank is navigating global uncertainty, transforming its operations, and why cultural leadership is now central to the CFO role.
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