Unternehmen, Regierungen und viele Menschen sehen sich mit knapper werdenden Ressourcen konfrontiert. Mit weniger Energie oder Wasser, Handelsunterbrechungen, höheren Kapitalkosten, aber auch mit schrumpfenden Belegschaften. Wie gehen wir mit diesem Verlaufum? Diese Entwicklungen beschäftigt auch das 53. St.Gallen Symposium am 2. und 3. Mai 2024 in St.Gallen. Es lädt dazu ein, derzeitige Wirtschafts- und Gesellschaftsmodelle zu überdenken.

Die 53. Ausgabe des St.Gallen Symposiums widmet sich neuen Herausforderungen aufgrund absehbaren Knappheiten: Energie, Arbeitskräfte, Rohstoffe, Kapital: Vieles wird teurer und rarer in Zeiten des Klimawandels und geopolitischer Spannungen. Auch an immateriellen Gütern wie Zeit, Kreativität und Fürsorge mangelt es zunehmend. Dass zu diesem Thema Redebedarf zwischen den Generationen besteht, unterstreicht auch der diesjährige Voices of the Leaders of Tomorrow Report, eine globale Umfrage von insgesamt 900 jungen und etablierten Führungskräften, die gemeinsam mit dem Nürnberg Institute für Marktentscheidungen durchgeführt wird  «Während 64% der Topmanager von heute davon ausgehen, dass rechtzeitig Lösungen für ökologische Ressourcenknappheiten gefunden werden können, teilen diesen Optimismus nur 47% der Leaders of Tomorrow», so Felix Rüdiger, Head Content & Research. Inwieweit können Innovation, Effizienz und zirkuläre Modelle helfen, mit den sich verschärfenden Engpässen umzugehen? Wo müssen tiefgreifende Veränderungen in Erwägung gezogen werden? Diesen Fragen gehen Diskussionen mit Gästen aus aller Welt nach. 

Unter den geladenen Persönlichkeiten sind:

• Karin Keller-Sutter, Bundesrätin, Vorsteherin des Eidgenössischen Finanzdepartements der Schweiz
• Yulia Navalnaya, Advocate for Democracy und russische Menschenrechtsaktivistin 
• Carsten Spohr, CEO, Lufthansa Group
• Nyombi Morris, Klimaaktivist, Founder & CEO, Earth Volunteers
• Clara Zoé Richter, Founder, Women With Impact
•  
• Tan See Leng, Minister für Arbeitskräfte, Handel und Industrie, Singapur
• Niankoro Yéah Samaké, Präsidentschaftskandidat von Mali 2024
• Katherine Maher, CEO NPR
• Roshni Nadar, HCL Tech
• Daniel Risch, Prime Minister Liechtenstein

Wichtige Programmpunkte, Neuerungen und Service-Angebote für Medienvertreter:innen sind: 

Europäischer Launch des Rankings zur Pressefreiheit von Reporter ohne Grenzen 

Zum Tag der Pressefreiheit am 3.5.2024 wird der Vizegeneralsekretär den Index 2024 zur weltweiten Medienfreiheit in 180 Ländern bzw. Gebieten vorstellen. 

Freitag, 3.05.2024, HSG-Campus, SQUARE, Arena, 13.00-14.00 Uhr

Internationales Podium: «Balancing Act: Critical Resources in the Global Energy Transition»
Umwelt- und Lieferkettenprobleme betonen die Notwendigkeit des Umstiegs auf erneuerbare Energien und die Herausforderungen beim Abbau von Lithium und Kobalt für Batterien. Europa ist auf Importe angewiesen, was zu instabilen Lieferketten führen kann. Das Spannungsfeld zwischen nachhaltiger Rohstoffversorgung und grüner Technologieförderung wird durch aktuelle Tiefseebergbauprojekte deutlich. Ein internationales Podium wird die Auswirkungen des Bergbaus, einschließlich des Tiefseebergbaus, diskutieren und die Notwendigkeit von Recyclinginnovationen sowie die Sicherstellung der Energieversorgung im Einklang mit ökologischen Verpflichtungen erörtern.

Dies diskutieren am St.Gallen Symposium auf dem HSG-Campus am Donnerstag, 2. Mai 2024, 18 bis 19 Uhr, in der Aula, Raum A 02-001: 

• Matthias Tauber, Managing Director & Senior Partner, BCG
• Gerard Barron, CEO, The Metals Company
• Thaissa Avena da Cruz Antunez, MPA in Development Practice, Columbia University
• Alex Cornelissen, CEO, Sea Shepherd Global
• Niankoro Yéah Samaké, Präsidentschaftskandidat von Mali 2024
  

Studie: Wie blicken Führungskräfte von heute und morgen auf die Knappheit natürlicher Ressourcen?

Optimismus ist vor allem unter der älteren Generation von Entscheiderinnen und Entscheidern verbreitet. Darauf lassen die Ergebnisse der diesjährigen Ausgabe der Studie „Voices of the Leaders of Tomorrow“ schließen. Das Nürnberg Institut für Marktentscheidungen (NIM) hat gemeinsam mit dem St. Gallen Symposium 650 internationale Nachwuchstalente, die „Leaders of Tomorrow“, und 250 heutige Topmanager aus den umsatzstärksten Unternehmen weltweit nach ihren Perspektiven rund um den globalen Megatrend Knappheit natürlicher Ressourcen befragt.Am Freitag, 3. Mai 2024, 11 Uhr, diskutieren im SQUARE, Raum A 11-1081 folgende Persönlichkeiten über die Resultate und Ideen der Studie:  

• Fabian Buder, Leiter der Zukunfts- und Trendforschung, Nürnberger Institut für Marktentscheidungen
• Claudia Süssmuth Dyckerhof, Mitglied des Verwaltungsrats, F. Hoffmann-La Roche
• Nina Hesel, Senior Researcher Marketing & Insights, Nürnberger Institut für Marktentscheidungen

Ideenwettbewerb der «Leaders of Tomorrow»: 25 beste Essays 
Die jungen Talente qualifizieren sich über einen globalen Essaywettbewerb für eine Teilnahme am Symposium. Die Essay-Frage für die Teilnahme am diesjährigen St.Gallen Symposium lautete: «Nach mehr streben oder mit weniger auskommen: Welchen dringenden Mangel sehen Sie? Wie könnte er behoben werden?» Die 25 besten Einsendungen der «Global Essay Competition (GEC)» können Sie unter folgendem Link einsehen: Top 25 Essays[HA1] [FK2]   
1000 Teilnehmende aus 100 Nationen und 100 Referent:innen  
Die jungen Teilnehmenden der Konferenz wurden in Zusammenarbeit mit über 300 Universitäten weltweit ausgewählt. Gäste und Führungskräfte kommen von ebenfalls rund 300 Partner-unternehmen und Institutionen auf den Campus der Universität St.Gallen. Die Konferenz wird von 25 Studierenden des International Students’ Commitee der Universität St. Gallenorganisiert. Einblick in ihre Arbeit gibt eine 
 
«St.Gallen Symposium in Town» in ausgewählten Lokalen der St.Galler Innenstadt  
Gemäss der Devise «lokal verankert, international vernetzt» bietet das St.Gallen Symposium auch in diesem Jahr eine öffentliche Veranstaltungsreihe: Ausgewählte Beizen in der Innenstadt laden zur Diskussion mit Persönlichkeiten, die auch an der Konferenz zu Gast sind, zum Beispiel:

• Wie steht es um Europas Sicherheit? Gespräch mit Egils Levits, Präsident Lettlands von 2019-2023
• Frauenfussball: die Zukunft! – WEURO 2025 in St.Gallen
• «Ich war BILD»: Lesung und Diskussion mit Ex-BILD-Chefredakteur Kai Diekmann

Alle öffentlichen Veranstaltungen finden Sie hier aufgelistet: «St.Gallen Symposium in Town» 
 
Service für Medienschaffende  
Medienschaffende sind herzlich willkommen zum 53. St.Gallen Symposium. Ihre Anmeldung sowie weiterführende Anfragen nimmt das Medienteam des Symposiums gerne bis zum 26. April 2024 entgegen. 
Weitere Informationen unter: Participate as a journalist

Alle medienrelevanten Informationen auf einen Klick  

• Übersicht der Referent:innen: Speakers and Impact 
• Programm der Konferenz am 2. und 3. Mai 2024: Programme of the 53rd St.Gallen Symposium
• Mediakit: Participate as a journalist

Kontakt für Medienakkreditierung:  
Dr. Frauke Kops, Head of Operations and Communications, St.Gallen Symposium
+41 71 227 20 20, frauke.kops@symposium.org
Web | Facebook | Twitter | LinkedIn | YouTube | Google News 

St.Gallen Symposium

Das St.Gallen Symposium ist eine der weltweit führenden Initiativen für generationenübergreifenden Dialog zu wirtschaftlichen, politischen und gesellschaftlichen Themen und Entwicklungen.

Seit 50 Jahren werden Führungskräfte und Visionäre mit jungen Hoffnungsträgern in St.Gallen und an globalen Standorten sowie in digitalen Formaten zusammengebracht. Gemeinsam werden Chancen und Herausforderungen unserer Zeit adressiert und Lösungsansätze entwickelt. 

Das St.Gallen Symposium ist eine studentische Initiative. Unter der strategischen Begleitung der 

St.Galler Stiftung für Internationale Studien organisiert das International Students’ Committee – ein Team von rund 30 Studierenden der Universität St.Gallen (HSG) – diverse Anlässe von internationaler Tragweite, um den Generationendialog zu fördern. Während des Symposiums im Mai werden sie von 500 weiteren Studierenden der HSG unterstützt. An den Formaten des St.Gallen Symposiums haben schon Persönlichkeiten wie Christine Lagarde (Europäische Zentralbank), Christian Mumenthaler (Swiss Re), Jack Ma (Alibaba Group), Prof. Niall Ferguson (Stanford University), Kersti Kaljulaid (Staatspräsidentin Estland), Sigmar Gabriel (ehem. deutscher Vizekanzler) oder Anders Fogh Rasmussen (NATO) sowie jährlich mindestens ein Bundesrat teilgenommen. – symposium.org

The post Medienmitteilung April 2024 appeared first on St. Gallen Symposium.

In einer Welt, die von geopolitischen Spannungen, technologischen Umbrüchen und neuen Allianzen geprägt ist, bietet das 54. St.Gallen Symposium zum Thema «Shifting Global Power» eine Plattform für offenen und generationenübergreifenden Dialog. Rund 600 führende Entscheider:innen treffen auf 300 junge Talente aus über 80 Ländern, um gemeinsam Wege der Kooperation in einer neuen Weltordnung zu suchen.

Bundesräte, Präsidenten, Aktivistinnen, Nobelpreisträger, Manager und Unternehmerinnen – das St. Gallen Symposium bringt seit über 50 Jahren namhafte Gäste nach St.Gallen, thematisiert globale Herausforderungen und sucht den Dialog zwischen den Generationen. Viele führende
Persönlichkeiten sind auch im Mai 2025 wieder auf dem Campus der HSG zu Gast, um mit Studierenden aus allen Teilen der Welt zu diskutieren. «Unser Ziel ist es, stabile und zukunftsorientierte Lösungsansätze zu entwickeln», erklärt HSG-Studentin Charlotte Weishaupt, 
Co-Präsidentin des International Students’ Committee (ISC), das die Konferenz organisiert. 

Unter «Shifting Global Power» wird am 7. und 8. Mai 2025 ein weites Spektrum an Themen diskutiert, darunter auch föderalistische Ideen im Dialogformat «Thriving Bodensee». Diskussionen rund um geopolitische Machtverlagerungen, Technologiekonkurrenz, neue Sicherheitsarchitekturen und wirtschaftliche Souveränität stehen im Fokus – begleitet von exklusiven Studienergebnissen. 

Wirtschaftliche Umwälzungen global betrachtet
Über 30 CEOs, Führungskräfte aus SMI-, DAX- und multinationalen Unternehmen sowie ein gutes Dutzend Regierungen aus aller Welt treffen sich anlässlich der Konferenz in St.Gallen. Die Gästeliste spiegelt die globale Themenvielfalt. Zu den Referentinnen und Referenten zählen: 

• Roland Busch, CEO Siemens
• Nighat Dad, Oversight Board METAs
• Ndaba Nkosinathi Gaolathe, Vizepräsident & Finanzminister Botswana
• Christoph Heusgen, ehemals Vorsitzender der Münchner Sicherheitskonferenz
• Kristina Kallas, Bildungsministerin Estland
• Karin Keller-Sutter, Bundespräsidentin der Schweiz
• Miguel Ángel López Borrego, CEO thyssenkrupp
• Jakov Milatović, Präsident Montenegros
• Thomas Schinecker, CEO Roche
• Christian Sewing, CEO Deutsche Bank

In zehn Jahren vom jungen Konferenzteilnehmer zum Innenminister Südafrikas
Die jungen Talente qualifizieren sich über einen globalen Essaywettbewerb für eine Teilnahme am Symposium. In diesem Jahr widmeten sich die Teilnehmenden des Global Essay Competition der Frage: «Die globalen Machtverhältnisse verschieben sich. Welche Risiken und Chancen sehen Sie und wie gehen Sie damit um?» Der Aufsatzwettbewerb verzeichnete eine überaus hohe Beteiligung von jungen Talenten aus aller Welt, hier finden Sie die Top 25 Essays zur Einsicht. Immer wieder gehen Gewinner dieses Wettbewerbs ganz besondere Wege: Spannend ist zum Beispiel die Geschichte von Philipp Navratil, der im Jahr 1998 Mitglied des Student Committees war und nun als CEO von Nespresso zu Gast ist. «Leon Schreiber belegte mit seinem Essay 2015 den zweiten Platz. Nun kehrt er in seiner Rolle als Innenminister Südafrikas ans Symposium zurück», freut sich HSG-Student Luca Oberholzer, Co-Präsident des International Students’ Committee (ISC). 

«St. Gallen Symposium in Town»: Öffentliches Programm in St.Galler Beizen
Vom 4. bis 8. Mai 2025 bringt das «SGS in Town» erneut internationale Gäste mit der Stadtbevölkerung zusammen – in Cafés und Altstadtbeizen finden insgesamt elf Veranstaltungen statt, darunter auch ein Konzert und ein Kunst-Event. Unter den Referierenden sind: 

• Magnus Brunner, EU-Kommissar (Migration und EU-Grenzpolitik)
• Mona Caron, Künstlerin
• Florence Gaub, Zukunftsforscherin
• Philipp Navratil, CEO von Nespresso
• Leon Schreiber, Innenminister von Südafrika
• Ruth Metzler, Swiss-Olympic-Präsidentin, mit Ex-Nati-Fussballer Benjamin Huggel

«Unsere Formate in der Stadt bringen internationale Persönlichkeiten mit der regionalen Bevölkerung in inspirierender Atmosphäre zusammen. Uns ist gerade auch in dieser global turbulenten Zeit dieser breite gesellschaftliche Austausch wichtig», beton Beat Ulrich, Geschäftsführer des St. Gallen Symposiums. Die Online-Anmeldung vorab ist empfehlenswert.

Kontakt für Medienanfragen und Akkreditierungen:
Dr. Frauke Kops, Head Marketing and Operations, St. Gallen Symposium
+41 71 227 20 20, press@symposium.org

Auf der Webseite finden Sie aktuelle Details zu Programm und allen Referierenden.

The post Medienmitteilung April 2025 appeared first on St. Gallen Symposium.

By Fabian Lukas Goslar & Enya Eggenberger

The Re:Generation Lab, launched in 2022 as part of the St. Gallen Symposium’s “New Generational Contract” with the Club of Rome, is a core element of the annual programme, co-creating solutions to key intergenerational equity challenges such as intergenerational leadership, future thinking, and sustainability + innovation. 

As part of the Re:Generation Lab at the 54th St. Gallen Symposium, the NGO geneintelligence hosted a powerful co-creation session fostering cross-generational dialogue to lead with the oldest generation in heart and the next generation in mind. The session began with a testimony from Holocaust survivor Dr. Eva Umlauf, which opened a space for shared reflection on how remembrance—eighty years after the end of World War II—can be reimagined as a force for ethical leadership, civic courage, and intergenerational responsibility. 

Set against a backdrop of growing extremism, war on the European continent, and a fading connection to lived memory, the session invited participants to re-engage with the lessons of Europe’s darkest chapter. As the generation of witnesses grows smaller, the question becomes ever more pressing: How can their experiences continue to guide us—not only in remembrance, but in shaping a more empathetic, peaceful, and democratic future? 

In line with the St. Gallen Symposium’s longstanding commitment to fostering dialogue across generations, Leaders of Today and Tomorrow jointly developed concrete outputs—strategies, ideas, and calls to action. Each group addressed one guiding question: 

Politics: How can memory politics become more everyday, innovative, and intergenerational?  

Economy: How can ESG frameworks integrate cultural memory to promote democratic stability in Europe? 

Education: How can survivor testimonies be made emotionally accessible and digitally engaging for youth?  

Across all domains, participants agreed: remembrance must be cross-generational and woven into everyday practice—shaping how we govern, lead, and educate.  

Building on Dr. Umlauf’s reflections and group discussions, the session surfaced a range of insights and proposals: 

• Framing memory culture as part of Corporate Political Responsibility (CPR) is complex and often underrecognized. Businesses could play a stronger role by using their internal structures—such as employee communications—to actively promote historical awareness. 

• There is a pressing need to make educational offerings more accessible and inclusive. Formats must be adapted to reduce barriers and meet people where they are. 

• A degree of fatigue exists among some audiences toward conventional remembrance formats. However, this contrasts with a continued and widespread need for historical connection—signaling that new, more relatable approaches are required. 

• Memory culture must be embedded into daily life—not as a separate ritual, but as part of democratic and civic culture. 
  
• In discussion with Dr. Umlauf, the importance of reaching young people much earlier became evident. Families—especially in Southern Europe—play a critical role in early value formation and historical education. 

To sustain and scale these approaches, three enabling factors emerged: 

Narrative reframing: Memory must be presented as forward-looking, not only backward-facing. 

Cross-sector collaboration: Governments, businesses, educators, and civil society must jointly foster democratic memory practices. 

Platform design: Digital tools and co-creation formats can help carry eyewitness knowledge into the future in compelling and participatory ways.  

The insights gained in the session will directly shape the design and mission of the geneintelligence platform and the project Enkel Europas / Grandchildren of Europe. They form the foundation for strategic stakeholder dialogues with policymakers, educators, foundations, and business leaders. Furthermore, they will guide the methodology of an upcoming research initiative—featuring surveys and co-creation formats involving eyewitnesses—to explore how memory culture can serve as a living foundation for democratic engagement and intergenerational solidarity in Europe. 

Author: Fabian Lukas Goslar, Enya Eggenberger 

The post Leadership mit der ältesten Generation im Herzen – 80 Jahre nach 1945 (Re:Generation Lab) appeared first on St. Gallen Symposium.

By Jonas Friedrich & Enya Eggenberger

The Re:Generation Lab, launched in 2022 as part of the St. Gallen Symposium’s “New Generational Contract” with the Club of Rome, is a core element of the annual programme, co-creating solutions to key intergenerational equity challenges such as intergenerational leadership, future thinking, and sustainability + innovation. 

In times of rapid transformation, the expectations of customers and employees are evolving. Yet leadership structures—especially at the board level—remain largely shaped by age and seniority. This disconnect limits innovation, reinforces silos, and risks leaving valuable perspectives untapped. 

At the 54th St. Gallen Symposium, a co-creation workshop—organized in collaboration with the Board Foundation and ZEAM—brought together Leaders of Today and Tomorrow to explore what truly inclusive, cross-generational leadership could look like. The goal: to translate the often abstract concept of age-diverse leadership into tangible ideas that can be (easily) implemented at the highest levels of organizational decision-making. 

Participants identified several domains where age-diverse thinking is particularly powerful: from sustainability, customer behavior and strategy to education, healthcare, and human resources. In these areas, younger leaders bring digital fluency and unfiltered curiosity, while senior executives contribute experience and resilience in the face of uncertainty. When these strengths are combined—not contrasted—they lead to more future-proof decisions. 

Inspired by impulses from Michael Hilb (NextGen Board Leaders) and Yaël Meier (Reverse Mentoring), participants then cross-generationally co-prototyped practical interventions during a four step hackathon: rotating “Yes Days” where junior voices shape bold decisions without veto; temporary leadership swaps that allow Gen Z to take the reins—and responsibility—for one week; anonymous decision-making formats that flatten hierarchy and elevate ideas; and structured spaces for informal exchange like intergenerational breakfast dialogues or the “Sherpa model,” pairing young talent with senior mentors in reverse roles. 

To make such initiatives stick, three enablers stood out. First, mindset: generational exchange must be seen not as a risk to authority, but as a strategic opportunity and as an investment in relevance. Second, culture: psychological safety and mutual respect are essential to unlock honest cross-generational collaboration. Third, proof of concept: visible success stories help build senior-level buy-in and make the abstract real. 

The St. Gallen Symposium has long championed cross-generational dialogue. Yet across the DACH region, the average age of board members is 60—and rising. To counteract this trend, the Young Leaders on Board Initiative was launched in 2022. In collaboration with partners such as the Board Foundation (on board readiness) and ZEAM (on reverse mentoring), the initiative promotes structural change toward more inclusive and future-ready leadership. 

Author: Jonas Friedrich, Enya Eggenberger 

The post From Boomers to Gen Z: Let’s Hack the Gap and Unlock the Power of Generational Dialogue  (Re:Generation Lab) appeared first on St. Gallen Symposium.

Executive Summary

Geopolitical shocks can no longer be seen as rare disruptions—they have become part of the new normal. Companies must embed geopolitical thinking into their core strategies and build maximum flexibility into their structures and operations. Developing a “geopolitical muscle” means creating strategies that can adapt swiftly to changing global conditions. This is particularly urgent as global supply chains come under increasing strain from great-power tensions, protectionist policies, and cyber threats. Transparency, regional hubs, and robust scenario planning are essential tools to build resilience. In sales and distribution, agility and rapid response capabilities are equally critical to navigating sanctions, market volatility, and shifting trade dynamics. Ultimately, companies that embrace change, invest in resilience, and transform geopolitical risk into strategic opportunity will gain a lasting competitive edge.

Insights from the Executive Roundtable as part of the 54th St. Gallen Symposium

100 days into Donald Trump’s second presidency: what shifts has the new administration already set in motion, and what scenarios could emerge for Europe and the world? How can strategic scenario planning serve as a vital steering tool for organizations to anticipate and mitigate risks at an early stage, but also identify opportunities? These were the core questions of the Executive Roundtable. In two workshops – held in English and German – top executives discussed geopolitical dynamics affecting their companies and developed action points to boost resilience and flexibility. The workshops were part of the 54^th St. Gallen Symposium from 6 to 8 May 2025, which brought together senior and emerging leaders from business, politics, academia, and civil society for open, cross-generational dialogue. This year’s theme: “Shifting Global Power”.

The Executive Roundtable on “100 Days of Trump – How Strategic Scenario Planning Can Help Navigate Geopolitical Uncertainty” was facilitated by the geopolitical strategy consultancy Agora Strategy Group. In a keynote speech, Dr. Timo Blenk, Senior Partner and CEO of Agora Strategy Group, analyzed current geopolitical challenges for companies, with a special focus on the changing geopolitical landscape and the changes under Trump’s administration.

In three breakout groups, moderated by three experts from Agora Strategy – Dr. Timo Blenk, Dr. Elli-Katharina Pohlkamp and Christina Schaefer – the executives discussed geopolitical shifts for “Procurement & Production”, “Sales & Distribution” and “Financials”. Each group identified key challenges and emerging opportunities.

Challenges & Opportunities

Procurement & Production: Global supply chains are under pressure from rising geopolitical tensions, the trade dispute between the US and China, a high dependence on individual raw material suppliers and increasing cyberattacks. Local content requirements, protectionist policies, talent shortages, industrial espionage, IP theft and the preferential treatment of local companies (increased absence of a level playing field!) further complicate operations. Still, opportunities exist in automation and robotics for production, European talent development, and targeted investments.

Sales & Distribution: Persistent unpredictability – from sanctions and currency volatility to cyber risks and recession fears – requires agile strategies. Yet, there is room for growth through dynamic pricing, new investment opportunities, and the emergence of new trade areas or free trade agreements.

Regulation & Finances: Challenges include stalled investments, data sovereignty issues, and regulatory complexity. At the same time, emerging markets (e.g. India, the Middle East, Latin America) and sectors like healthcare offer growth potential. EU initiatives on digital and economic sovereignty can also benefit companies by reducing dependence on global markets.

Recommendations for action

Participants developed the following key action points to help companies mitigate geopolitical risks and capitalize on emerging opportunities:

Procurement & Production: To mitigate geopolitical risks, companies should enhance transparency across their entire supply chain and invest in supplier development, resilience, and quality. Building regional hubs and maintaining strategic stockpiles can help absorb short-term disruptions, supported by the consistent use of scenario planning. Dual sourcing should be pursued where feasible, while portfolios should shift toward high-margin, innovative segments. Accelerating time-to-market and safeguarding intellectual property were also identified as strategic imperatives.

Sales & Distribution: Companies are advised to establish task forces to enable agile responses, monitor their geopolitical exposure, and actively identify new sales opportunities. Adjusting pricing strategies and expanding the use of scenario planning can help navigate shifting market conditions. Strategic investment reallocations, relocation of hubs when necessary, strengthening of ecosystems, and the formation of new partnerships were further key recommendations to ensure resilience and growth.

Regulation & Finances: Participants emphasized the importance of adapting product and service offerings to reflect geopolitical developments and fostering cross-functional collaboration in geopolitical analysis to overcome siloed thinking. Strengthening relationships between business leaders and policymakers was also seen as crucial. Finally, embedding scenario planning for extreme events into financial strategies was recommended to enhance long-term preparedness.

The post Executive Roundtable: 100 Days of Trump – How Strategic Scenario Planning Can HelpNavigate Geopolitical Uncertainty appeared first on St. Gallen Symposium.

By Dr. Anna Brzykcy, Dr. Nora Keller, & Prof. Dr. Gudrun Sander 

As part of the Re:Generation Lab at the 54th St. Gallen Symposium, the Competence Centre for Diversity, Disability and Inclusion of the University of St. Gallen and Merck Switzerland hosted a co-creation session on the fertility gap. Leaders of Today and Tomorrow looked at how low fertility awareness, stigma, and policy blind spots contribute to a growing imbalance from an affected individual perspective—and on what employers and policymakers can do to close the gap. 

Career advancement and family planning remain a binary choice for many—especially women. In Switzerland, the anticipation that pregnancy will harm career prospects leads many to delay parenthood, often increasing the risk of age-related infertility. As life expectancy and professional timelines shift, fertility has become not only a medical and personal issue, but an urgent societal and economic one.  

Did you know that…
… 20% of the Swiss population experiences or will experience infertility problems in their lifetime? 

… 50% of men and women want to have two children, but only 38% actually have two children? 

… over 50% of Gen Z and Millennials know little to nothing about factors influencing their own fertility? 

… in vitro fertilisation (IVF) is not a quick fix and that only 1/3 of women who undergo this treatment end up delivering a baby? 

… men‘s infertility is more often the reason for IVF treatment than women‘s infertility? 

… 44% of all promotions go to employees aged 31-40? That is, during the family prime time. With women still taking on a huge amount of care work, it is not surprising that 2/3 of senior management positions in this age group go to men. 

…69% of women with a tertiary degree expect pregnancy to have a negative impact on their career prospects.  

… singles and male couples cannot access fertility treatments in Switzerland? 

… Switzerland is the only country in Western Europe where no percentage IVF or intracytoplasmic sperm injection (ICSI) is covered by insurance or public funding? This means that the costs of fertility treatments have to be covered privately and can amount to over 50% of annual income.

• Talk more openly about family planning and (in)fertility 

• Create safe spaces at work and in private for such sensitive topics 

• Support colleagues and friends with fertility issues in a helpful way: Ask (What they need), offer (to help how you can), follow up (later) 

• Recognize family planning, pregnancy and childbirth as a normal part of life  

• Create career tracks that enable employees to have the careers AND families they want 

• Make fertility treatments accessible and affordable for everyone 

If generational equity is the foundation for future-fit leadership, then fertility policy must become part of the conversation. A system that discourages family formation—through financial barriers, institutional silence, or career penalties—harms not just individuals, but the workforce and society as a whole. Forward-looking leadership includes enabling people to lead full lives, across all life stages. 

Download our white paper on fertility and family planning: 

English: Read and download “If only I knew: Fertility policy and family planning in Switzerland” here 

Deutsch: Lesen und laden Sie sich den vollständigen Bericht “Hätte ich nur Bescheid gewusst: Familienplanung und Fertilität in der Schweiz” hier herunter 

Français: Veuillez lire et télécharger ici le rapport complet intitulé “Politique de la fertilité et planification familiale en Suisse”

The post Fertility Gap – Why is family planning a business case? (Re:Generation Lab) appeared first on St. Gallen Symposium.

Around the world, there’s a widening generational gap in business leadership: While the median age of the global workforce is 39.6, the global average age of CEO stands at 56.8. The average age of board members across major markets such as Brazil, the United States of America, the European Union, South Africa and India ranges from 58 to 64 years old.

The report demonstrates the risks this entails and, vice versa, the immense potential in shifting towards intergenerational leadership models in business. Based on an extensive review of the scientific literature and learnings from pioneering efforts, we show that meaningfully involving the next generation in decision-making can help businesses achieve a competitive advantage and positively impact the people and planet.

“As we look to build a more just, sustainable, and prosperous future, the inclusion of younger generations in decision-making is not just a matter of fairness—it’s a strategic imperative,” said Felipe Paullier, Assistant Secretary-General for Youth Affairs, United Nations. “From my vantage point within the UN, I’ve seen how intergenerational leadership can strengthen institutions’ ability to navigate complexity and drive meaningful change. Businesses that explore similar approaches may find new pathways to resilience and long-term advantage.”

The Case for Intergenerational Leadership

Intergenerational leadership refers to the meaningful inclusion of multiple generations in organisational decision-making in all spheres of operation. This approach does not replace experienced leaders but complements their expertise with fresh perspectives from younger generations. The study identifies five key dynamics that organisations can unlock by adopting this model:

Fostering empathy with employees and customers: Aligning leadership demographics with those of employees and customers fosters stronger connections.

Strategizing on longer-term timescales: Younger leaders prioritise sustainability and long-term goals, balancing short-term pressures.

Overcoming the “success trap” with new ideas: Generational diversity challenges entrenched practices and encourages innovation.

Introducing creative friction in problem-solving: Creative friction between generations leads to richer discussions and better solutions.

Strengthening accountability: Diverse perspectives improve governance through added checks and balances.

These dynamics drive positive outcomes for the planet (through regenerative practices), people (by fostering inclusivity), and profit (via enhanced innovation and financial performance).

Pathways to Implementation

The report outlines three main actionable approaches for organisations to embed intergenerational leadership into their operations:

1. Consultation: Methods like reverse mentoring or next-generation advisory boards amplify younger voices while enabling mutual learning.
2. Co-leadership and shared decision-making: Incorporating generational diversity directly into executive boards or project teams ensures balanced perspectives at critical decision points.
3. Embedding intergenerational leadership: Mainstreaming intergenerational practices into organisational culture creates lasting impact beyond isolated initiatives.

These approaches should be considered as a continuum and require bold experimentation alongside a commitment to inclusivity, but the rewards are immense: untapped potential, enhanced creativity, and sustained competitive advantage.

Download the publication

Read and download the full report here for all insights and actionable recommendations on how to unlock intergenerational leadership for sustainability and innovation.

The post New Study with the UN Youth Office: The Future of Business is Intergenerational appeared first on St. Gallen Symposium.

According to this year’s Voices of the Leaders of Tomorrow study, young and senior leaders differ significantly in their perceptions of global power shifts. How would you describe the biggest changes in global power relations from your point of view? 

In recent years, the world witnessed rapid disruptions which lead us to face challenging times with a lot of uncertainties. Global power relations are changing, and there is a trend for a different balance of power that involves new stakeholders emerging. The world faces diverse paths erupting new political alliances, new emerging players, inter alia, non-state actors. Additionally, multilateralism is under giant pressure, and we need to reinforce it so global power shifts cannot cause harmful disruptions or constitute a setback on substantial commitments.   

In our survey, the Leaders of Tomorrow tend to be more pessimistic than senior executives about how current global power disruptions will shape the world. Does this finding surprise you?  

I am not surprised at all considering the dimension of the global challenges we need to overcome short- and long-term. Needless to say, that one of the biggest challenges for the present is climate change, with policies and political will addressing its adverse consequences being diverted. The current disruptions are testing the multilateral system in all its dimensions, shedding light on the necessity to reinvigorate, revitalize the very fundamental international principles and to strengthen the institutional mechanisms in order to reshape the world in a more positive manner. 

Amid shifting alliances and increased global competition, which values do you believe should anchor the next phase of global leadership? 

There is a pressing need to comply with international law and commit to principles and universal values. Furthermore, a key principle is international cooperation. We need to strengthen measures to foster it. Although conflict escalation and tensions seem to be the new normal, I still believe that the principle of solidarity is a must for international peace and security. 

Many Leaders of Tomorrow argue that growing multipolarity creates space for new rising powers such as those in Asia, South America, and Africa. How do you see the role of the Global South evolving in global governance?  

There are clear signals that the Global South is making its path. Developing countries have been requesting for several decades and continue doing so for fairer and more democratic international systems to effectively address concerns from the South. Therefore, we need outstanding policies so countries with different status of development can be on equal footing to set rules and international participation. The re-calibration of global governance is difficult but not impossible to achieve. New players can strengthen multilateral systems and counter their fragmentation. One of the main axes of the Pact for the Future is transforming global governance. To that end, member states of the United Nations have agreed to reform the international financial architecture to strengthen developing countries’ voices, finance SDGs, and ensure fairer and more affordable investment terms. I should highlight the importance of South-South cooperation (SSC) within the dynamics of the Global South developing countries that are experiencing positive impacts of SSC and must do more to boost their sustained economic growth. 

Your career symbolizes effective intergenerational leadership. What unique contributions do younger generations bring to intergenerational cooperation and policymaking from your experience? 

Indeed, youth are game-changers, bring innovative solutions, have the desire to create value, and offer different perspectives in doing business. From my experience, young generations add value to development and are agents of positive change, e.g., driving climate action. In Africa, youth are strongly engaged in entrepreneurship in key areas of development. But we need to create more opportunities for active participation in decisionmaking. To this end, programs and policies involving youth must be upheld and extended. 

Given current geopolitical uncertainties, what leadership qualities are most urgently needed, especially by policymakers in emerging regions? 

People and countries aren’t sufficiently prepared for disruptions. Our recent past proves this. I think that an outstanding leader has to have the ability to be prepared for different scenarios and overcome challenges with resilience. Geopolitical uncertainties must be faced with a stronger political will to bring relevant actors to the table, and multilateral avenues must be explored. Nowadays, having global knowledge and vision, in particular global emerging issues, is crucial for qualified leadership. 

When you consider today’s global leadership landscape, what key changes are needed to ensure the next generation inherits not only power but purpose? 

The first is the will to change for a better world, bearing in mind that our actions shape future generations. Promoting intergenerational solidarity is of paramount importance. Therefore, assertive decisions are key. Secondly, policies must reflect the common good. Lastly, abiding by universal values. Complying with these principles, the younger generation will be guided rather by purpose than power.

About: Miryan Vieira 

Miryan Vieira is Deputy Minister for Foreign Affairs and Cooperation of Cabo Verde. She brings a Global South perspective to diplomacy, emphasizing fairness, youth leadership, and inclusive multilateralism. Miryan Vieira sees today’s power shift as an opportunity to rethink cooperation and promote equity in a multipolar world. Her focus is on elevating new voices, strengthening regional ties, and shaping a resilient global order through shared responsibility. 

The post Shifting Global Power: Are We Prepared for a New Global Balance?  appeared first on St. Gallen Symposium.

by Lindiwe Mazibuko

The old world is dying, and the new world struggles to be born”. So said Antonio Gramsci, the founding member and one-time leader of the Italian Communist Party during the 1920s. I take a rather more optimistic view of global affairs, echoing that of the Indian author and activist Arundhati Roy, who, inher seminal collection of essays, War Talk, wrote: “A new world is not only possible, she is on her way. On a quiet day, I can hear her breathing.”

The 2024 Electoral Landscape: A Rejection of the Status Quo

As we enter the final weeks of 2024 – a year in which 68 national elections have already taken place across the globe—a clear and stark trend has emerged in international politics: the emphatic rejection of the status quo.

Indeed, the winds of change have swept away more political incumbents than ever before, with John Burn-Murdoch at the Financial Times reporting that ruling parties in major elections in 2024 were ‘given a kicking by voters’ – registering some of the most significant declines in vote shares since records began. These leaders, through a combination of their own fault and contextual misfortune, have presided over a world that is as chaotic and fragmented as I can remember. In many places, such as the UK, the US, Mexico, Botswana, Indonesia, and Senegal, these winds of change have brought in new leaders, new majorities, new parties, and new alliances. All with new visions for the future.

So, as citizens of this new age, how can we make sense of such a radical transformation of global governance architecture? How do we chart a course forward without dismantling some of the hard-fought gains of years gone by? To me, the answer is to reformulate the world according to a new image – one of greater balance and multipolarity but with a reaffirmed commitment to democracy, its values, and ethical standards.

Multipolarity in Action: The Rise of New Voices

If the late 20^th century was defined by a power struggle between two poles, the Soviet Union and the United States, the early years of the 21^st century have witnessed the gradual emergence of a more balanced, ‘multipolar’ system. I am confident that the amplification of new voices in the international arena – including Brazil, India, China, South Africa, Turkey, Nigeria, Vietnam, and Saudi Arabia, to name a few – has the potential to bring greater equilibrium to an increasingly antiquated and outmoded global governance framework.

For too long, alliances and institutions forged in the dying embers of World War II have served selective interests and aspirations. The US approach to an international ‘rules-based order’ has proven to be narrow and self-serving at best, dangerously hypocritical at worst. And given the archaic political interests and preoccupations of the men and women who occupy the highest offices in Washington and Moscow, the need for diverse, modern geopolitical voices has never been greater.

The prevailing expectation is that United States President Donald Trump’s impending return to the White House will renew some of his favoured ‘America First’ policies. Having withdrawn from various international pledges and engagements during his first term in the Oval Office, the smart money is on Trump paying little attention to what Chatham House calls the ‘global common good or interventions that uphold it’. Although their congressional majority is narrow, the GOP will assume control of the Senate and the House, making policies easier to enact for the only US president ever to have been impeached (twice). Similarly, Russia’s continued violations of international law in Ukraine illustrate the dangers of not having proper measures of accountability and oversight in place in our global institutions.

Democracy vs. Authoritarianism: A Crucial Crossroads

As I see it, the rise of a greater number of diverse actors in the international arena can promote fairer, more equitable international collaboration based on just and democratic values. Today, the countries in BRICS represent around 45% of the world’s population and 35% of the global GDP—more even than the G7 in terms of purchasing power parity (PPP). Such socio-economic might will soon translate into a more robust presence in the UN Security Council and the Bretton Woods Institutions. 

However, rising middle powers must not fall into the trap of viewing democratic norms and standards as separate from, or even antithetical to, economic aspirations. As I have touched on here, the two go hand in hand. Scores of studies have demonstrated that countries governed under democracy are less prone to conflict, regularly yield higher economic growth, and are better equipped to tackle climate change and the other defining crises of our time. As such, the onus is on our political leaders to remain faithful to the key principles of democracy: free and fair elections, freedom of speech, the rule of law, and restraints on executive power. Lasting prosperity will only be achieved if it is built upon a foundation of proper democratic accountability and responsible stewardship. The Westminster Foundation for Democracy reported in 2023 that the ‘success of authoritarian development models has led to a growing willingness to question the need for democratic politics’. To this, attention must be paid. The temptation to sacrifice the norms and standards of self-determination, human rights, equality and freedom of voice must never be entertained

President Lula’s recent decision to exercise Brazil’s right of veto and block Venezuela from joining BRICS is an excellent yardstick of the standards required moving forward. Nicolas Maduro’s ‘victory’ in the 2024 Venezuelan elections has been shrouded in allegations of electoral fraud and manipulation. Receipts from the country’s polling machines demonstrate that the main opposition candidate, Edmundo Gonzalez, won in a landslide. Gonzalez has since released a statement that he was coerced into signing a letter recognising Maduro as the rightful president in order to be granted safe passage to Spain. Lula’s veto (and its acceptance by other BRICS members) demonstrates the vigilance required to ensure that democratic values in BRICS are not forsaken in pursuit of broader economic expansion. As global alliances and power dynamics take on new forms, we must not let our ethical standards and commitments to democracy change with them.

Lindiwe Mazibuko is a South African public leader, writer, and academic fellow. She was the first black woman in South African history to be elected Leader of the Opposition in Parliament. Ms Mazibuko is the co-founder and CEO of Futurelect, a non-partisan organisation supporting a new generation of political and public sector leaders in Africa. Ms Mazibuko was an elected representative in South Africa’s National Assembly until May 2014, when she resigned from active politics in order to return to higher education. A graduate of the University of Cape Town and the Harvard Kennedy School of Government, she has served as a fellow of the Institute of Politics at Harvard University and of the Stellenbosch Institute for Advanced Study in South Africa. Currently, Ms Mazibuko is a World Economic Forum Young Global Leader as well as a Fisher Family Fellow at Harvard Kennedy School’s Belfer Center for Science & International Affairs.

The post A Multipolar World Is Here. Will It Mean Further Democratic Decline? appeared first on St. Gallen Symposium.

by Andre Hoffmann, Nolita Thina Mvunelo and Felix Rüdiger

This article was first published by the World Economic Forum, see here

The World Economic Forum’s Global Risk Report in 2024 highlights that we live in times marked by multiple overlapping crises: extreme weather events, AI misinformation and societal polarization top the list of risks marking our present moment.

At the same time, the Report doubles down on the need to anticipate and act now on longer-term timescales by higlighting the most severe risks ten years from now. Here, environmental threats come to the fore, including critical changes to Earth systems, biodiversity loss and ecosystem collapse, as well as natural resource shortages.

This makes it clear that a key challenge across businesses and policy institutions is to boost our ability to simultaneously face immediate crises, while pursuing a longer-term transition to a regenerative economy serving people and the planet. The current gap between the aspirations set out in the Sustainable Development Goals and their implementation shows how difficult it is to bring both perspectives together. Too often, focusing on immediate challenges and needs trumps our concern for meaningful, systemic change.

Current leadership structures exclude younger generations

Rebalancing the short- and long-term requires more than technical innovation. We also need a change in the beliefs, mental models and relationships informing organizations and institutions.

A key dimension of this shift is the generational perspectives and voices included in strategic direction-setting and decision-making. Younger generations hold huge stakes in the environmental crises threatening their future. Yet, they’re largely absent from the decision-making on policies and business strategies shaping our collective way forward.

The average hiring age of CEOs at Fortune 500 and S&P 500 companies has risen significantly over the past decade – from 51 to 55 years old – while the average age of board members stands at 63. According to a 2023 report of the International Parliamentary Union, only 2.8% of the world’s parliamentarians are aged 30 and 18.8% of the world’s MPs are aged 40 and under. On the world’s most youthful continent, Africa, the population’s median age is 19.7, while the median age of Africa’s political leaders is 62.

It’s not surprising that the 2024 Voices of the Leaders of Tomorrow Report – a global survey of emerging policy-makers, entrepreneurs and researchers under 35 conducted by the Nuremberg Institute for Market Decisions and the St. Gallen Symposium – finds that young leaders see a large gap between their willingness to take over responsibility and the older generations’ willingness to pass on responsibility.

The potential of intergenerational leadership: 3 pathways of change

The New Generational Contract, a joint initiative of the St. Gallen Symposium and the Club of Rome, supported by InTent, seeks to close this gap. We are convinced that enabling a greater involvement of younger generations in leadership is an ethical and a strategic imperative, helping to rebalance perspectives across different timescales and to shift towards regenerative strategies. Emerging evidence on three key pathways helps us understand why.

First, the current approach of selecting leaders primarily for their experience is sensible if the future environment is expected to be similar to that of the past. Yet, in our volatile times, experience can quickly become obsolete and comes with the risk of becoming prisoners of the assumptions and paradigms that have underpinned past successes. Meaningfully involving younger generations can help us escape this success trap and overcome aversion to changes in the status quo.

Research finds, for example, that more age-diverse leadership teams are best equipped to enable sustainable business model innovation. This is because they combine exploitative learning from past experience and explorative learning towards new, at times risky ideas – enabling hindsight and foresight.

Second, the youth-led climate movement of recent years is a prominent example of how, on a global level, younger generations have succeeded in raising commitment to change. The same can happen on the organizational and institutional level. A wealth of findings shows that greater age diversity on corporate boards is associated with greater awareness and results on corporate social responsibility and ESG. A recent study in Nature finds that younger parliamentarians are more likely to put meaningful environmental action and long-term perspectives on the agendas of national parliaments.

Our third argument centres on trust. Trust in the eyes of key stakeholders is fundamental for sustainable collective action. Unfortunately, as the Edelman Trust Barometer shows, public trust in effectively addressing climate change has decreased for businesses and public institutions, particularly among young people. Here again, greater intergenerational leadership will be essential for organizations and policy institutions to address the mounting crisis of institutional trust to be able to shift towards a regenerative economy.

Moving towards a regenerative future together

Intergenerational leadership is not yet a well-defined space for action. It requires bold experimentation. On the political level, several governments and multilateral institutions have created youth parliaments or advisory councils. Unfortunately, as a recent UN Policy Brief finds, such existing mechanisms “struggle to make an impact on decisions taken.”

In recent years, a growing number of businesses have experimented with shadow boards and reverse mentoring initiatives. Yet, such structures risk becoming empty shells, disconnected from the senior leadership team and board, while questions of businesses’ environmental responsibility and impact are rarely raised.

It’s time to move from a mere ‘consultation’ mode towards true co-leadership. The UN Summit of the Future, which will be held on 22-23 September in New York, could potentially be a key catalyst to this end. The Summit will pass the ‘Pact for the Future’ with an entire chapter devoted to ‘Youth and Future Generations’ and seeks to improve the meaningful involvement of young generations at the national and multilateral level. At a moment when systemic change is urgently needed, joining forces across generations can serve as a powerful lever to reimagine corporate strategies and public policies for a regenerative future.

The post Intergenerational decision-making can help build a regenerative economy. Here’s why appeared first on St. Gallen Symposium.

by C. Raja Mohan

For nearly five hundred years, Asia has been a passive adjunct to the geopolitics of Europe. It was European technology and military power that shaped the evolution of modern Asia. To be sure, Asian resources and markets contributed to the rise of modern Europe. Asian troops significantly contributed to the outcomes in the wars between European powers.

The tables are turning today. It was perhaps inevitable; the shifting economic power from the west to the east in Eurasia was bound to alter the geopolitical balance within this vast region. Asian powers are now muscling into European wars as independent powers. A few of them now have the agency and capacity to shape the geopolitical evolution of Europe. Consider for example the Asian contribution to the war in Ukraine at the heart of Europe.

Goodwill for Moscow in Large Parts of Asia

Large-scale deliveries of drones, ammunition, and weapons components from Iran, North Korea, and China are helping Russia fight Ukrainian forces and rain death on civilians in Ukrainian cities. It is Beijing’s role, though, that is most significant. China provides Moscow a stable strategic rear, provides alternative markets to Germany and Europe, and lends the geopolitical heft to President Vladimir Putin’s confrontation with the ‘collective West’.

Many Asian nations are unwilling to condemn the Russian aggression against Ukraine, because of the historic goodwill for Moscow in Asia, inherited from the late colonial era when the Soviet Union presented itself as an opponent of European imperialism and supporter of Asian decolonisation. Asian reluctance to criticise Moscow and question the European double standards on Ukraine and Gaza gives much space for President Putin in Asia. Adding to the Russian room are some in Asia, like India and Vietnam that see Russia as a necessary part of balancing China. Even North Korea sees Moscow as giving it a measure of autonomy from Beijing.

Not all of Asia is with President Putin. Several important Asian powers are boosting the Western effort in Ukraine. South Korea, which has emerged as a major weapons producer, is already selling arms to NATO – and could increase its support for Ukraine in response to North Korea’s increasing involvement on the Russian side. Japan has emerged as a major political and diplomatic supporter of Kyiv and will have a key role in the reconstruction of Ukraine when it begins.

A Rising Role for Asia in Europe

The NATO summit in Washington in July revealed the extent to which European defence has become a concern of Asian and Pacific powers. The Biden administration has persuaded its four Asian allies – Australia, Japan, New Zealand, and South Korea – to become part of Europe’s security discourse. Leaders of the four countries, the so-called AP-4, have become regular participants at NATO summits.

A role for Asia in Europe is the flip side of Biden’s argument that Europe should do more to secure Asia against China. It is not clear if the Europeans have the capacity and strategic coherence to contribute to Asian security, but Asian leaders recognise their stakes in Europe.

‘Divide and rule’ was the European colonial powers’ old maxim for gaining control of Asia. Today, Asia’s great powers are learning the art of probing European fault lines – whether it’s Russia courting Hungarian President Viktor Orban or the Chinese continuing to tease the European capital. It is quite amusing to see some Europeans articulating the idea of ‘strategic autonomy’ in defying the US to protect their expansive commercial interests in China. Beijing, of course, loves the idea of European strategic autonomy. Besides exploiting the Trans-Atlantic divide on geopolitics, Moscow and Beijing have more than enough room to work with anti-Americanism on the left and right of the European political spectrum.

Some in the US are tempted to see Asia as a more urgent and important theatre than Europe. Many in the UK and Europe see Asia as too far away and that it must focus its strategic energies in countering Russia. They also do not see China as a threat to European security.

Yet, there is escaping the fact that Asian and European theatres are as interconnected today as in the past. Any long-term Western strategy in Eurasia must involve addressing the challenges on both fronts in a coordinated manner. Downgrading one in favour of the other could lead the west to lose on both fronts in a sequential manner.

Asia Has Its Own Divisions

Contrary to the pervasive Europessimism, the old continent has room to play in Asia. If it manages to shed its historic condescension to the East, Europe could find new and mutually beneficial ways of working with Asia. For one, Europe must recognise that Asia has its own divisions. Nationalist contradictions abound in Asia – between China and Japan, Korea and Japan, Vietnam and China, Cambodia and Vietnam, and India and China.

Europe has a long tradition of engaging with these contradictions during its colonial engagement with Asia. But the illusions about the rise of a post-modern world, an addiction of mercantilism, outsourcing its security thinking to the US, and self-deceptions about being an ‘empire of norms’, have driven into a long holiday from Asian geopolitics.

A Europe that actively engages with Asian geopolitics, with due respect to the rise and agency of Asian powers, will find it possible to modernise its relationship with the US as well as upgrade ties with Asia. Sharing’s America’s burdens in the East and treating Asia as geopolitical equal, Europe can regain its place in the new global chessboard.

Image Attribution: “Meeting with Xi Jinping (2023)” by Government.ru, licensed under CC BY 4.0 via Wikimedia Commons. Link to image.

Raja Mohan is a non resident distinguished fellow at the Asia Society Policy Institute and a visiting research professor at the Institute for South Asian Studies, National University of Singapore.

The post Reversing Roles? How Asia is Shaping Europe’s Future appeared first on St. Gallen Symposium.

The NextGen Value Creation Barometer 2024 examines global trends in intergenerational fairness, focusing on how economies and dominant business models in various countries either create or extract value from younger generations. The Barometer, now in its third year, is a collaborative effort between the St. Gallen Symposium, the Foundation for Value Creation, and the Board Foundation, and a sub-index of the Elite Quality Index (EQx). It assesses five key categories to determine a country’s commitment to fostering a sustainable future for the next generation.

The most critical category is Ecology and Natural Capital, accounting for 30% of the assessment. This category evaluates the extent to which business models deplete or conserve natural resources and ecosystems. Indicators like CO2 emissions and municipal waste recycling rate play a significant role here. The remaining categories—Equitable Opportunities, Education and Human Capital, Health and Well-Being, and Innovation and Technology—are equally weighted at 17.5%.

The findings from this year’s Barometer once again underscore the importance of focusing on the most long-term dimensions of Value Creation and extraction, the conceptual foundation of the EQx, with several noteworthy findings.

Denmark tops the 2024 Barometer rankings, performing exceptionally well in Equitable Opportunities and Education. This achievement reflects Denmark’s substantial public investment in social welfare and innovation, alongside its robust commitment to environmental sustainability.

Compared to 2023, the performance of China has fallen significantly (from #54 to #73). This is mainly due to a strong drop in its ranking in the Equitable Opportunities category, which can be explained by increased social inequality (as measured by the Gini coefficient), rising government debt and a stark increase in the Youth unemployment rate. The United States has also fallen in the 2024 Barometer (from #76 to #79) and remains behind China.

The relatively poor performance of China and the US contrasts with the gains made in two other important economies. Noteworthy improvements have been in South Korea (rising from #17 to #13), in part due to the advances made in the category of Innovation and Technology and evidenced by increased labor productivity growth and higher investment in research & development. Also, the East Asian nation (which ranks #6 in the overall EQx) has increased Public spending on education, explaining its top performance in the most recent Programme for International Student Assessment (PISA), which saw several European countries fall significantly behind. For now, South Korea is even ahead of Japan (#14), despite the latter’s improvement (up from #19 last year).

Both countries exemplify the only path forward for aging societies: to leave a strong legacy for the next generation. This has all the more merit in societies where pensioners represent the main voting block and elite business models are still often run by literal golden agers.

In its concern for long-term Value Creation for young and future generations, the Barometer is a key impact project of the initiative for ‘A New Generational Contract’, which the St. Gallen Symposium launched together with the Club of Rome in May 2022. Over the coming years, and through cross-generational dialogues, advocacy in global policy and business fora, and other tangible projects, such as the Barometer, the initiative fosters intergenerational learning and leadership to drive more long-term, regenerative business models.

Read and Download the Full NextGen Value Creation Barometer 2024 here (external link to SSRN).

The post The NextGen Value Creation Barometer 2024 appeared first on St. Gallen Symposium.