The new leadership agenda

We are living at a time when progress seems to be giving way to regression. Almost all forms of national governance are undergoing systemic stress and dissatisfaction among their citizens. A contagion of crises, conflicts, and perils has swept the globe in the last half decade, from a global recession, income inequality, climate change, and the recently declared coronavirus pandemic.

Coping with these adversities and hazards necessitates harnessing human agency in its most ambitious, effective, and coordinated form. Hence our determination to define, study, and improve governance in its expansive sense. It is also our Think Tank's prerogative and responsibility to come up with bold, pragmatic solutions to the challenges of our age — that is, to help it become a better world.

We put a premium on research that harnesses a deep understanding of the past and applies it to the future. There will always be black swan events. But rather than waiting for them to arrive, we will focus on the predictable context.

We are already turning to the task of prioritizing and focusing their research to answer the big questions of our age. They include:

1. How can decision makers promote inclusive growth, shared prosperity, and greater opportunity at the local, national, and international levels?
2. How can communities harness digital technologies and promote innovation while protecting their economies, social compacts, and individual rights?
3. How can countries avoid damages from climatic disruption while also pursuing economic growth and greater energy access?
4. How can cities across the globe manage the economic, social, and security implications of increasing urbanization?
5. How can ACAL’s Think Tank help decision makers anticipate over-the-horizon threats and challenges?

The ongoing COVID-19 socio-economic crisis is forcing business leaders worldwide to take quick actions to respond to the pandemic and its effects on their businesses. Thousands of companies have crafted crisis management plans, with many of them transitioning to a fully virtual workplace.

Future resilients will likely have a clear view of which critical processes should be digitized to drive near-term value and which initiatives (such as creating new offerings or investing to extend customer reach) are critical to remaining competitive.

Future resilients will likely have a clear view of which critical processes should be digitized to drive near-term value and which initiatives (such as creating new offerings or investing to extend customer reach) are critical to remaining competitive.