
I’ve just returned from an intense week at Davos, followed by an energizing global forum with the Competent Boards network. These conversations weren’t just about risks or trends—they were about the harsh realities leaders are facing right now. And let’s be honest: the road ahead looks turbulent at best.
We need to shift gears. Instead of fixating on risks, AI, and geopolitics, let’s reframe the entire conversation:
Instead of just asking, “What should boardrooms be worried about? What should they prepare for?” Let’s also ask, “What should they build?”
Instead of fear and reaction, let’s focus on opportunity and transformation.
You risk irrelevance if you only think in quarters but not transformational cycles. This decade will define which companies remain powerhouses in 2035—and which get left behind. At Davos, it was clear: entire new economies are forming. The companies shaping the next decade actively invest in what doesn’t yet exist.
It’s being said that a second Trump administration would be more disruptive than the first—marked by policy unpredictability, corporate favouritism, and shifting global alliances. In some industries, success could depend less on market competition and more on proximity to power.
For businesses, governance models must be adaptable to heightened regulatory volatility and resilient against political favouritism that can create winners and losers overnight. Boards need to ask:
- Is our business model strong enough to withstand political turbulence?
- Are we diversified enough to avoid overreliance on policy-driven advantages?
- Are we protecting our governance from external political pressure?
In a time where government influence is increasingly unpredictable, the ability to navigate regulatory shifts and geopolitical alliances is no longer just a risk—it’s a competitive advantage.
My six key takeaways from Davos and the Competent Boards Global Forum:
The trust crisis is real—and it’s a boardroom issue
Mis- and disinformation aren’t just a social media problem—it’s a reality eroding trust in institutions, influencing elections, and even shaking financial markets. As I learnt at the Edelman Trust Barometer morning briefing in Davos, younger generations now trust AI-generated content more than human experts—including their own doctors.
For boards, this means reputation management can’t be an afterthought. Every company needs a clear strategy to combat mis- and disinformation, invest in credible communication, and ensure they aren’t unknowingly amplifying false narratives.
If trust is our currency, we can’t afford to lose it.
The global business playbook is being rewritten
The days of assuming global stability are over. The influence of BRICS nations is growing, significant economies are pulling in different directions, and supply chains are becoming political battlegrounds. At Davos, the message was clear: we’re entering a ‘G-Zero’ world—one without clear global leadership.
For companies, this isn’t just about risk—it’s about strategy.
- Are you ready for a world where geopolitical shifts could reshape entire industries?
- Have you tested your supply chains for resilience?
The most competent boards aren’t waiting to react—they’re rethinking where and how they do business before the next shock hits.
Climate action: the market is moving with or without you
Yes, there’s political pushback on climate policy in some regions, and yes, some visitors to Davos acted as if climate issues were last year’s buzz. But let’s be clear: the transition to a low-carbon economy is happening.
- China is sprinting ahead of its targets.
- Europe is doubling down.
- India, South Africa, and other major players are focusing on a greener and cleaner future.
- Private capital is still flowing into climate resilience.
- Insurance companies are pulling out of areas most likely to be hit by floods, fires and other Mother Nature invoices.
Whether governments act fast enough or not, the financial and operational risks of inaction are real. Boards that embed climate risk into financial planning now will learn how to thrive in a quickly changing physical environment—while those that wait to react will play an expensive game of catch-up.
ESG needs a hard reset—less talk, more substance
Despite political noise, investors aren’t walking away from sound Environmental, Social, and Governance business practices. But they demand harder proof, better data, more apparent impact, and real integration into risk management and innovation—not just another corporate report.
Boards that treat ESG as a compliance checkbox are losing credibility fast.
The lesson? It’s time to move toward boardroom intelligence that truly integrates sustainability into a competitive strategy.
The conversation has shifted from broad commitments to performance-based sustainability:
- How is sustainability directly impacting financial performance?
- Where does sustainability create or destroy enterprise value?
- Can your company demonstrate measurable impact and resilience—not just report on it?
- Do you know your positive and negative externalities?
- What does circularity mean for your business?
AI is moving faster than governance—and that’s a problem
One topic that was discussed in almost all Davos sessions was AI. It is also an area where we’re all playing catch-up. The rapid advancements in deep learning and quantum computing are breathtaking—and, frankly, a little terrifying. Meanwhile, cyber threats and AI-driven misinformation are becoming some of the biggest risks companies face. And let’s not forget that until DeepSeek’s less energy-intensive model was introduced to the world this past week, Gen-AI was a reason to increase energy production to drive data centers.
The reality? AI governance must be at the top of every board’s agenda.
- Are you ensuring AI is used responsibly in your business?
- Do you have a strategy for protecting against deepfakes and cyber threats?
- Do you still train your critical thinking muscles? Or do you use your favourite AI bot to develop the answers you trust?
- Do you focus on energy security, data security, ethics and governance?
Treating AI governance as an afterthought will be your most costly mistake.
The Leadership Mandate: Curiosity, Courage, Clarity, and Conviction
At the end of the day, all of this comes down to leadership.
If there’s one thing I took away from Davos, it’s that we need leaders who don’t just react to crises—they anticipate them. Leaders who don’t shy away from tough conversations. Leaders who don’t let short-term pressures cloud long-term vision.
One comment from the Competent Boards Global Forum stuck with me:
“The world is not going to stop being disruptive. The names will change—Trump, COVID, climate change—but the disruption will remain. Leadership today is about responding, not reacting.”
And that’s precisely the challenge ahead.
The risks are complex. The stakes are high. The pressure is relentless.
But the companies that will succeed aren’t the ones that play it safe—they’re the ones that lead with clarity, agility, and purpose.
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