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ghly leveraged borrowers straining to service their debts., We believe private loans will be a growing source of stress—and opportunities. , Private Loans Pose Both Risks and Opportunities The private segment of the market has grown rapidly since the GFC—when large commercial banks stepped away from lending to small and midsize companies—and now rivals the public loan market in ann

and services through global supply chains, which in turn enable everyone to eat, work, move about, and live their lives., Digital trade enables a process that currently takes 12–15 days to be executed flawlessly in 48–72 hours. , There is a big caveat: Globalization and world trade have, over the past 40 years, produced immense growth but also two massive global challenges: a widening wealth and economic opportunity gap, as well as a deepening climate problem.

l that we may be about to enter a shift in eras. War, sanctions, disrupted supply chains, and blocs have all become part of our everyday vocabulary., We should recognize that the Asia-Pacific region sits in the middle of many global macro fault lines. , Three Macro Trends To understand the key forces acting on the Asia-Pacific region today, we should recognize that it sits in the middle of many global macro fault lines, with three particularly notable trends emerging.

reatment, and trust that our doctors have all the information they need to treat us as unique individuals. That is the promise of genomic medicine., An estimated 65 million human genomes are expected to be sequenced by 2025. , Take, for example, a critically ill baby in intensive care where doctors are struggling to find a diagnosis.

nd disruption, the recent periods of turbulence and the pandemic made this necessity abundantly clear., To further succeed, one needs to be agile and able to move at multiple speeds across three horizons. , Optimizing for Today: Less Is More

on, modern slavery, inequality, climate disasters, pandemics., Hope and conviction may be the only strategy. Collective action and innovation will be our currency. , When speaking with business leaders, I’ve often heard (and sometimes repeated) that “hope isn’t a strategy.” This is, of course, meant to be a warning against sloppy planning.

ing food insecurity to a new level globally., In response to social unrest, increased food protectionism hurts efforts to improve food security. , Extreme weather—more severe droughts, flooding, landslides, and unexpected frost due to global warming—are also damaging crops worldwide at an increasing frequency and volume.

and so have you.”, Stakeholders are increasingly tasking corporate leaders to use their resources and platforms responsibly. , One ongoing change has corporate leaders being tasked by all of their stakeholders—employees, investors, and customers alike—to use their resources and platforms to address social issues in addition to turning out products and services profitably.

world. Or it could be the catalyst for accelerated progress against the deadliest infectious diseases., Climate change could be the catalyst for accelerated progress against the deadliest infectious diseases. , Malaria illustrates what’s at stake.

elecommunications company., Look deeply at the businesses you feel are most often at the heart of your value-creation engine. , For the past four months, I have been reminded of these stories and others as the pressures on some of today’s strongest businesses grow.

g Gun” segments of the market., The need to keep firearms out of dangerous hands has never been more urgent. , These gun industry players operate as if they are above the law for a simple reason: In certain respects, they are.