The Global Economy & Geopolitics
Understanding a World that’s Building Its Next Chapter
92 Speakers (April 2026)
Strategic Thinking for Leaders Who Want to See Further
The global economy is entering a period defined less by instability than by reconstruction. After years of shocks, leaders are now dealing with something more interesting: the architecture of what comes next.
Supply chains are settling into new geographies. Capital is moving toward long-term value. Technology is redrawing labour and productivity. And geopolitics, once episodic, is now shaping the tempo of business planning with unusual consistency.
This isn’t only a moment of risk, it’s a moment of redesign. And the thinkers below are helping senior leaders understand that shift with clarity and optimism.
Kate Raworth gives senior teams a framework for growth that integrates environmental limits with economic ambition. Her approach supports strategic planning in a world where sustainability is becoming a driver of competitiveness.
Ha-Joon Chang brings a reminder often missing in boardrooms: countries grow in different ways for good reasons. His insights on development, industrial strategy and economic identity help leaders expand their thinking beyond “standard models” and understand the unique logic of each market they operate in.
Paul Johnson, with his calm precision, explains public finances in a way that helps senior teams think more clearly about investment, taxation, inflation and policy. His work grounds leadership discussions in evidence at a moment when clarity is more valuable than consensus.
How Global Dynamics Are Evolving — And Why That’s Not Always a Bad Thing
The world’s political relationships are restructuring but not collapsing. New alliances are forming around technology, energy and innovation. Regional blocs are taking on clearer roles. And global institutions are adapting, sometimes slowly, but meaningfully.
Ngaire Woods helps leaders see this bigger pattern. She explains why governance is changing, how cooperation evolves under pressure and where long-term stability is most likely to come from.
Soumaya Keynes brings sharp insight into trade, supply chains and the economics of interdependence. She makes the mechanics of global commerce understandable without simplifying their importance.
And Anders Fogh Rasmussen, drawing on his experience at NATO and in European politics, helps organisations think more strategically about resilience, not in the military sense, but in how societies and economies respond to pressure with renewal rather than retreat.
Signals About the Future
A key part of understanding the global economy is recognising where tomorrow’s leverage points sit. Here, a set of thinkers offer guidance that blends economics, behaviour and long-term scenarios.
Kjell Nordström looks at the rise of cities, networks and knowledge-based competition. His optimism is grounded in data: the world is becoming more connected, not less, and companies that understand the flow of talent and technology will outperform.
Ian Goldin focuses on interdependence, how risk travels, how innovation scales and how openness drives progress. His perspective offers leaders something rare in discussions of globalisation: a balanced, hopeful view grounded in rigorous research.
Trevor Williams explains financial markets with steady clarity. His work is highly practical for leaders deciding on investment, capital allocation and growth strategy in a world where interest rates and inflation have regained strategic importance.
Yuval Noah Harari, meanwhile, steps further back. He connects geopolitics, technology, human behaviour and long-term human shifts. Yuval’s contribution is not prediction, but perspective, the kind that helps leaders understand the deeper currents shaping the century ahead.
What Senior Leaders Should Take From This Moment
The global economy is not breaking; it’s rebalancing.
Geopolitics is not closing the world; it’s reconfiguring connections.
Markets are not losing direction; they’re learning new signals.
For senior decision-makers, this is a rare window:
to rethink long-term strategy with more intelligence
to build organisations that benefit from global complexity rather than fear it
to invest in capabilities that will matter for decades rather than cycles
to understand how economic, political, technological and environmental systems reinforce one another.
The future is already offering clues.
The voices at 92 Speakers give leaders clarity and context at a time of change — not to manage uncertainty, but to shape what comes next with confidence and intent.
