Social networking and community-based approaches are radically shifting the environment within which companies operate. Top CEOs explored new operating approaches to managing and leading in this new emerging environment.
Globalization has been instrumental in lifting more than one billion people out of abject poverty worldwide over the last half century, while creating huge opportunities for business. Top CEOs explored the business community's role in delivering effective measures to sustain the free movement of capital, goods and services across borders.
With increasingly fierce competition to attract the best and brightest, companies are having to adopt innovative strategies to identify and retain future top talent. Top CEOs explored the characteristics of future talent and identified strategies to attract and retain them.
Information epidemics, or "infodemics", can impact businesses, economies, politics and security in ways that are disproportionate with the root realities. Top CEOs explored which risks are most susceptible to infodemics and, together, identified new strategies in reputation risk management.
Choices about energy supplies and efficiency are no longer operational details, but are becoming key strategic decisions that can impact the medium- and long-term competitive stance for a company. Top CEOs compared and contrasted best practices across different industries and identified components of a competitive sustainable corporate energy strategy.
Global competition for places at the best schools is driving up the cost of graduate education although neither educators nor employers can clearly predict the future demand for skills. Participants explored new education models and the roles of universities, business, and government in bridging the emerging skills gap.
Globalization has made it all the more essential to recognize the increased influence of identity -based groups - "tribes". Participants gained a better understanding of tribal connections and how they influence personal and professional negotiations.
With increased connectivity and a shift from hierarchy to network, organisational models are undergoing significant changes. Yet, it is unclear what the organisational model of the future will look like. Participants engaged in multidimensional, visual approaches to define the organisational model of the future.
Innovation in urban transportation is necessary, available and ready for use. Participants identified new and sustainable forms of mobility that reflect the future needs of cities and the wishes of users.
Growing cities present challenges and opportunities for those concerned with ensuring their sustainability in environmental terms. Participants explored city design through innovative solutions for resource, waste and transportation management.
Technological convergence will continue impacting the ways people work, play, communicate and consume. Participants explored the ways in which technology will impact consumers and how companies and governments can prepare themselves for the connected future.
