The end of corporate passivity: Why business leaders must shape geopolitics, not just react to it
To thrive in a fragmented world, business leaders must stop being passive spectators and start actively shaping geopolitics, urges IMD’s Arturo Bris
To thrive in a fragmented world, business leaders must stop being passive spectators and start actively shaping geopolitics, urges IMD’s Arturo Bris
Was Trump wrong to get Elon on board? Not necessarily: private sector executives should contribute more to policy, argues Arturo Bris
Trump’s tariff shock didn’t just disrupt trade: it hacked the system. Richard Baldwin explains what it means for global business and why protectionism is here to stay.
The traditional e-commerce model is on its last legs. In a disrupted luxury landscape, brand leaders are shifting focus to unified commerce, hyper-personalization, and deeper digital storytelling to completely reinvent the customer experience of a medium that has not changed since the mid 1990s.
When trade barriers rise and key markets collapse, companies face tough strategic decisions. Lessons from Finnish industry offer a practical playbook for navigating exit under uncertainty.
Women’s financial security, career progression, and personal safety have long been shaped by systems that overlook their realities. ‘Lifepreneurs’ – entrepreneurs who innovate from lived experience – are challenging these defaults.
As businesses face growing polarization on DE&I, companies must embed inclusion into their core strategy, empower leaders to drive change, and ensure that the progress made so far is not quietly undone.
Business leaders at this year’s World Economic Forum sought to block out the political noise and focus on what’s happening in the real economy.
In the face of growing competition from BYD and Tesla, Honda and Nissan’s large merger wager may not be sufficient to bridge the gap. Thinking outside of the box may be essential to survival.
Once again, Donald Trump has promised bold yet unspecified moves that will add to the uncertainty facing executives. Business leaders must cut through the “policy fog” by focusing on what the re-elected President can actually control, comprehensively assessing their business exposure, and devising contingency plans.
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