St. Gallen Symposium https://symposium.org/ Lead with the Next Generation in Mind. Thu, 30 Apr 2026 16:28:31 +0000 en-US hourly 1 https://wordpress.org/?v=6.9.4 https://symposium.org/wp-content/uploads/2021/11/cropped-android-chrome-512x512-1-32x32.png St. Gallen Symposium https://symposium.org/ 32 32 Voices of the Leaders of Tomorrow 2025: Shifting Global Power https://symposium.org/voices2025/ https://symposium.org/voices2025/#respond Thu, 30 Apr 2026 16:28:28 +0000 https://symposium.org/?p=23472 The Voices of the Leaders of Tomorrow 2025 reveals where generations of leaders align and where they diverge—on global risks, market priorities, and what it takes to lead in an era of global disruption. Geopolitical volatility is no longer an abstract backdrop but a day-to-day business risk. Whether it’s sudden tariffs, supply shocks, or wavering […]

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The Voices of the Leaders of Tomorrow 2025 reveals where generations of leaders align and where they diverge—on global risks, market priorities, and what it takes to lead in an era of global disruption.

Geopolitical volatility is no longer an abstract backdrop but a day-to-day business risk. Whether it’s sudden tariffs, supply shocks, or wavering consumer sentiment, the ripple effects of geopolitical shifts can hit balance sheets quickly. In this climate, uncertainty is no longer a temporary disruption—it is a defining condition of modern markets.

Leaders can no longer rely on static plans—they must continuously adjust and innovate as the world shifts around them. The need for adaptability and strategic foresight has never been more acute. Yet seasoned executives and emerging leaders view this landscape through different lenses. These divergent perspectives influence priorities, risk strategies, and even organizational decision-making. Such differences can fracture corporate strategy at a time when clarity and alignment are critical.

The Voices of the Leaders of Tomorrow 2025 Report examines these dynamics, asking whether generational divides will be a source of division or strength. It reveals where leaders‘ outlooks converge and where they clash. The study examines how each generation perceives the changing geopolitical landscape, how they navigate uncertainty and risk, and how leadership should be redefined to bridge their perspectives.

By highlighting both tensions and common ground, the report shows how businesses can transform generational gaps into strategic advantages. Intergenerational tension is a reality; whether it becomes an organizational risk or a strategic advantage is a choice. For today’s decision-makers, the message is clear: in a volatile, multipolar era, aligning leadership across generations is more critical than ever. This is not about indulging millennial whims or preserving boomer traditions—it’s about fusing diverse strengths to navigate a world in flux. The coming years will test the adaptability of even the best-run companies, underscoring the need for shared responsibility among leaders of all generations. Bridging generational divides at the top could determine who leads in 2025 and beyond. Those with a united, cross-generational vision will be better equipped to innovate, anticipate, and thrive. This challenge is also an opportunity—one that can only be seized through collaboration across generations and a commitment to adapt. The time to act is now— both younger and seasoned leaders must share the responsibility of turning their contrasting perspectives into a coherent, future-proof strategy before competitors do.

“The economic center of gravity is shifting toward diverse, emerging regions. For businesses, this means strategy must become more inclusive and resilient, leveraging local knowledge and innovation. Those who fail to adapt to this decentralization will lose relevance.”

Anna Beserra (27), Scientist & CEO, Water Startup, Brazil

“Hope and risk are shaped by lived experience. We may need both: the caution of those who see the cracks forming and the optimism of those who still believe they can be mended.”

Andreas Kuster (30) Computer Science PhD Student & Founder, Singapore & Switzerland

“Younger talent wants meaningful involvement, not token representation. This perception gap can weaken trust, lower morale, and reduce innovation, ultimately impacting organizational culture and driving younger employees away.”

Helena Kandjumbwa (29), Chief of Staff (Climate Finance & Impact Monitoring), Namibia

“As a younger leader, I see unprecedented speed in tech disruption and the erosion of US hegemony. With rising protectionism and geopolitical volatility, this moment feels less like continuity and more like the start of a new era.”

Santiago Guglielmetti (31), Impact Entrepreneur, Argentina

“As businesses gain more global influence, so does their responsibility. Taking a stand on key issues isn’t about replacing institutions— but about upholding principles in a fragmented world. Companies must lead with integrity, not ideology. When they speak out, it should be to protect shared values—without fueling division or further polarization.”

Kay von Mérey (28), Founder & President, Circle of Young Humanitarians, Switzerland

INSIGHTS

Shifting Global Power: Are We Prepared for a New Global Balance? 

An insightful conversation with Miryan Vieira about youth, multipolarity, and international cooperation  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…

Continue reading

Read and Download the Full Report here.

VOLOT_2025_ReportDownload

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]]> https://symposium.org/voices2025/feed/ 0 Medienmitteilung April 2024 https://symposium.org/medienmitteilung-april-2024/ https://symposium.org/medienmitteilung-april-2024/#respond Fri, 20 Mar 2026 08:08:28 +0000 https://symposium.org/?p=22487 Medienmitteilung, 11. April 2024  53. St. Gallen Symposium «Confronting Scarcity» 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 […]

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]]> Medienmitteilung, 11. April 2024 

53. St. Gallen Symposium
«Confronting Scarcity»

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  


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

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]]> https://symposium.org/medienmitteilung-april-2024/feed/ 0 Medienmitteilung April 2025 https://symposium.org/medienmitteilung-april-2025/ https://symposium.org/medienmitteilung-april-2025/#respond Thu, 19 Mar 2026 12:51:48 +0000 https://symposium.org/?p=22584 Medienmitteilung, 28. April 2025 54. St. Gallen Symposium im Mai diskutiert geopolitische Veränderungen 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 […]

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]]> Medienmitteilung, 28. April 2025

54. St. Gallen Symposium im Mai diskutiert geopolitische Veränderungen

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.

                                                                                                                       

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]]> https://symposium.org/medienmitteilung-april-2025/feed/ 0 CEO Succession https://symposium.org/ceo-succession/ https://symposium.org/ceo-succession/#respond Wed, 12 Nov 2025 16:17:49 +0000 https://symposium.org/?p=21411 CEO Succession in Summer 2026 As part of a long-term succession planning, the St. Gallen Symposium is pleased to announce that Dr. Gunnar Hauptmann will assume the role of Chief Executive Officer (CEO) of the St. Gallen Symposium as of July 1, 2026, succeeding the current CEO, Beat Ulrich. A substantial transition period will ensure the continuity of this important student-led initiative […]

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]]> CEO Succession in Summer 2026

Peter Voser, President of the Board of Trustees, stated: “The Board of Trustees of the St.
Gallen Symposium conducted the succession process in a structured and thorough manner.
Following an in-depth evaluation, we are confident that, with Dr. Gunnar Hauptmann, we have
identified an excellent internal successor. He will build on the successful work and strong
foundation established in the last years and further respond to the growing global need for
dialogue across generations. We would like to express our sincere gratitude to Beat Ulrich for
his tireless commitment and passion over the past nine years and wish him all the best for the
future.”

Since 2017, Beat Ulrich has led the St. Gallen Symposium, shaping the initiative’s
internationalization, the strategic developmentof its global cross-generational
dialogue, as well as its regional anchoring and general openness. After nine enriching
years, he has decided to take on a new professional challenge starting in the summer of
2026. Until then, he looks forward to continuing the current mission with a dedicated team
toward a successful 55th St. Gallen Symposium.

Dr. Gunnar Hauptmann, an HSG alumnus, has been a member of the Executive
Management of the St. Gallen Symposium since 2020, serving as Head of Programme. In
this role, he has been instrumental in strategically expanding the Symposium’s network of
speakers. Since 2024, he has also served as Deputy CEO. He looks forward to continuing
the more than 55-year tradition of the St. Gallen Symposium and to guiding the initiative
responsibly into the future, building on its strong legacy.

The St. Gallen Symposium would like to thank all supporters, partners, colleagues, and
friends for their ongoing engagement and collaboration over the past years. We look forward
to continuing to offer, year after year, a unique international experience, impactful projects,
and meaningful dialogue to a committed International Students’ Committee and all
participants and stakeholders — in and for St. Gallen and Switzerland. Especially in today’s
times, we consider this mission more important than ever.

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]]> https://symposium.org/ceo-succession/feed/ 0 Is This the Asian Century?  https://symposium.org/is-this-the-asian-century/ https://symposium.org/is-this-the-asian-century/#respond Sun, 12 Oct 2025 09:45:54 +0000 https://symposium.org/?p=21232 Asia is shifting from arena to actor. Europe’s influence depends on how it responds.  By Nico Luchsinger  Recent images from China—a regional summit followed by a military parade—suggest a world tilting east. Asia is not only driving global growth, but increasingly writing the rules. As economic historian Adam Tooze noted, it is both “the greatest […]

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]]> Asia is shifting from arena to actor. Europe’s influence depends on how it responds. 

By Nico Luchsinger 

Recent images from China—a regional summit followed by a military parade—suggest a world tilting east. Asia is not only driving global growth, but increasingly writing the rules. As economic historian Adam Tooze noted, it is both “the greatest generator of change and the greatest generator of solutions.” 

What’s new is not just Asia’s importance, but its agency: The region is shifting from arena to actor. The technologies shaping our future, from AI to clean energy, will increasingy come from Asia. If we are to address climate change, the decisions will come from Beijing, Delhi, or Jakarta—not Washington or Brussels. 

But “Asia” is no single force. Rivalries run deep: Between China and India, India and Pakistan, and many more. This makes it unlikely we’ll see a unified Asian pole. Instead, we are in an age of hedging—where countries seek shifting, overlapping partnerships rather than fixed alliances. 

For Europe, and for Switzerland, this creates unease but also room to act. Influence today depends on recognizing Asian agency, engaging with empathy, and accepting that rules are shaped by others too. That’s not submission—it’s strategy. 

So will the 21st century be remembered as Asia’s? We can’t yet know. But asking the question helps us how what is happening in Asia is influencing us. 

Nico Luchsinger is the Executive Director of Asia Society Switzerland, an independent non-profit organization dedicated to fostering Asia Competence in Switzerland. He holds an M.A. in history and economics from the University of Zurich, and previously worked for Swiss newspaper  Neue Zürcher Zeitung  as a journalist, editor, and producer, reporting on issues like media and technology. He was a co-founder and CEO of the global entrepreneurial community  Sandbox, and ran business development and strategy for Swiss startup Mila. 

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]]> https://symposium.org/is-this-the-asian-century/feed/ 0 Disrupted Age https://symposium.org/disrupted-age/ https://symposium.org/disrupted-age/#respond Thu, 18 Sep 2025 11:27:14 +0000 https://symposium.org/?p=20706 We live in a time of major disruptions — yet three stand out for their pace, transformative impact, and global reach. In recent years, the world has changed more profoundly than many expected — leaving businesses, institutions and individuals struggling to keep up, often unclear on how to respond. These disruptions offer both opportunities and […]

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]]> We live in a time of major disruptions — yet three stand out for their pace, transformative impact, and global reach. In recent years, the world has changed more profoundly than many expected — leaving businesses, institutions and individuals struggling to keep up, often unclear on how to respond. These disruptions offer both opportunities and challenges – not only in their nature, but also in how societies experience and address them.

Technology
AI and automation are reshaping politics, medicine, media, and work—stirring ethical unease while unlocking ways to steward resources, optimize energy, and hasten a greener, more productive economy.
Geopolitics
Shifting alliances amid a retreat from free trade are recasting the global order as the U.S. recalibrates, Europe rearms, BRICS and Africa gain sway, and conflicts and defense inflation return.
Demography
Rapid ageing in the Global North and youth surges in the Global South are shifting productivity centers, straining welfare systems, reshaping politics, raising migration, and opening uneven development opportunities.

Deep dive into the major disruptions of our time

This section examines how the three intertwined forces — AI-driven transformation, shifting geopolitics, and seismic demographic change — are disrupting economies, institutions, and societies, and what their convergence means for the decade ahead.

Technology

AI and automation are transforming every aspect of life — from politics to medicine, from media to production processes. Business models, public discourse, and the world of work are being redefined at record speed, often outpacing social adaptation and regulation. While this wave of technological progress raises countless ethical dilemmas and fuels societal anxiety and uncertainty, it also unlocks enormous potential. Breakthroughs in AI, robotics, and smart digital infrastructure will be essential to addressing the great global challenges of our time — critically including the green transition — by better managing scarce resources, optimizing energy systems, and accelerating the deployment of clean technologies. 

Geopolitics

The global operating model is reshaping as alliances shift and economic uncertainty grows, driven by a retreat from free trade. As the U.S. recalibrates its global role, traditional security guarantees and the global trade order are being challenged. Europe is rearming under pressure and seeking a joint way forward  in the meantime. The BRICS bloc is gaining geopolitical weight, and Africa is claiming greater agency in global resource politics. India is asserting its rise, while China seeks to regain momentum. Defense budgets are surging — adding to already high global inflationary pressures — deterrence doctrines are being tested, and interstate conflicts, once thought to be fading, are now reappearing. 

Demography

The pace of population ageing is accelerating across much of the Global North, while fertility rate driven youth surges are reshaping the Global South, predictably shifting the centers of global productivity and economic potential in the coming years. In most advanced economies, retirees outnumber the active workforce already by more than two to one, putting pensions, healthcare systems, and fiscal stability under immense pressure. Aging voter demographics will continue to shift political priorities. Demographic imbalances will further drive migration — projected to rise by 11% by 2030. While these developments demand critical reforms in some countries, they present significant development opportunities for others — albeit with rising emissions as a side effect of population growth.

These disruptive forces do not act in isolation — they reinforce and accelerate each other and are here to last.

The slowdown of global free trade is forcing regions to rethink their economic models. To remain competitive, they increasingly depend on technological innovation and international talent. Migration shifts can help meet labour shortages — but also strains cohesion where integration falters. 

The race for technological leadership is intensifying. Nations compete for chips, critical resources, and digital capabilities — not only to secure a geoeconomical advantage, but to address demographic realities such as shrinking workforces and rising healthcare costs. 

Yet while geopolitical, technological, and demographical shifts unfold in months, democratic processes — election cycles, legislation, judicial review — move in years. The result is a widening gap between the speed of disruption and the capacity to govern it leaving businesses in uncertainty. 

Together, these converging forces define a disrupted age — one where opportunity and risk rise in tandem. 

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]]> https://symposium.org/disrupted-age/feed/ 0 Leadership mit der ältesten Generation im Herzen – 80 Jahre nach 1945 (Re:Generation Lab) https://symposium.org/leadership-mit-der-altesten-generation-im-herzen/ https://symposium.org/leadership-mit-der-altesten-generation-im-herzen/#respond Wed, 28 May 2025 13:59:54 +0000 https://symposium.org/?p=20323 Reimagining Memory as a Driver for Empathy, Democracy, and Leadership   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 […]

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]]> Reimagining Memory as a Driver for Empathy, Democracy, and Leadership  

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? 

Where Memory Culture Shapes the 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.  

Key Findings and Observations  

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. 
Making it Work: What Enables Change 

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.  

Legacy and Ongoing Impact 

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 

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]]> https://symposium.org/leadership-mit-der-altesten-generation-im-herzen/feed/ 0 From Boomers to Gen Z: Let’s Hack the Gap and Unlock the Power of Generational Dialogue  (Re:Generation Lab) https://symposium.org/hack-the-gap/ https://symposium.org/hack-the-gap/#respond Wed, 28 May 2025 07:08:34 +0000 https://symposium.org/?p=20316 When generations collaborate, more future-proof decisions follow. As part of the Re:Generation Lab at the 54th St. Gallen Symposium, this co-creation session turned insight into action toward next-generation ready leadership.   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 […]

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]]> When generations collaborate, more future-proof decisions follow. As part of the Re:Generation Lab at the 54th St. Gallen Symposium, this co-creation session turned insight into action toward next-generation ready leadership.  

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. 

Where Generational Collaboration Matters Most 

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. 

From Insight to Action: Prototyped Ideas 

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. 

Making it Work: What Enables Change 

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. 

Impact

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 

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]]> https://symposium.org/hack-the-gap/feed/ 0 Executive Roundtable: 100 Days of Trump – How Strategic Scenario Planning Can HelpNavigate Geopolitical Uncertainty https://symposium.org/executive-roundtable-100-days-of-trump-how-strategic-scenario-planning-can-helpnavigate-geopolitical-uncertainty/ https://symposium.org/executive-roundtable-100-days-of-trump-how-strategic-scenario-planning-can-helpnavigate-geopolitical-uncertainty/#respond Wed, 21 May 2025 06:41:33 +0000 https://symposium.org/?p=20277 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 […]

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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 54th 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.

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]]> https://symposium.org/executive-roundtable-100-days-of-trump-how-strategic-scenario-planning-can-helpnavigate-geopolitical-uncertainty/feed/ 0 Fertility Gap – Why is family planning a business case? (Re:Generation Lab) https://symposium.org/fertility-gap-why-is-family-planning-a-business-case/ https://symposium.org/fertility-gap-why-is-family-planning-a-business-case/#respond Mon, 19 May 2025 10:29:08 +0000 https://symposium.org/?p=20229 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.  By Dr. Anna Brzykcy, Dr. Nora Keller, & Prof. […]

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]]> 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. 

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.  

There are a lot of misconceptions circulating due to low awareness and stigma in the population


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.

What concrete steps can we take to improve the situation? 
  • 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 
Why it matters

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”

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

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