Geopolitics
Geopolitics is not an abstract risk; it is a direct boardroom issue. Many (Dutch) CEOs consider geopolitical uncertainty to be a top threat to their organization, and rightly so. Trade conflicts, sanctions, regional instability, and new power blocs affect supply chains, access to markets, and even the reputation of companies. Even companies that operate primarily within the Netherlands are experiencing the pressure of price volatility, delivery delays, and changing regulations. Geopolitics therefore requires structural anchoring in strategy and governance.
This means not only anticipating risks such as export restrictions or exchange rate fluctuations, but also identifying new market opportunities and partnerships. It is crucial that executives look not only at the immediate operational consequences, but also at structural trends. The shift of economic power to Asia, the growth of technological sovereignty, and the changing role of international institutions have long-term impacts. Companies that recognize these patterns and translate them into strategic choices increase their resilience and competitive position.This requires a combination of long-term vision and short-cycle management, with plans regularly being reassessed based on the latest geopolitical developments. Changing geopolitics also offers opportunities. When trade routes shift, new regional markets emerge. And when governments pursue strategic autonomy, this can lead to subsidies and incentive programs for local production or technology development.
Managers should not only seek to manage geopolitics, but also use it as a source of innovation and growth. Strategic flexibility is becoming a core competency.
China’s AI ecosystem: What can Europe learn?
Bo Ji, board member and chief representative for the Cheung Kong Graduate School of Business Europe, on how distribution, data, ecosystems, and speed are key to China’s AI lead.
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Dan Dorner, vice chairman of the executive board and chief commercial officer at ABN AMRO, sees opportunities to strengthen the competitiveness and resilience of the Netherlands and Europe. ABN AMRO aims to play an active role in this by mobilizing capital for innovation and strategic transitions. ‘Government and the business sector must dare to take on more risks together.’
As Special Representative for the Raw Materials Strategy, Allard Castelein advises the government and the business community on how to make Dutch supply chains more resilient. To begin with, this requires increased awareness. ‘I tell the story and raise awareness among stakeholders. But the sense of urgency should be much greater. This transformation will need an intervention for it to have a chance of success. The government must not only facilitate the business community but take on an active role itself.’
Dan Dorner (ABN Amro): ‘We want to mobilize capital’
Dan Dorner, vice chairman of the executive board and chief commercial officer at ABN AMRO, sees opportunities to strengthen the competitiveness and resilience of the Netherlands and Europe. ABN AMRO aims to play an active role in this by mobilizing capital for innovation and strategic transitions. ‘Government and the business sector must dare to take on more risks together.’
Allard Castelein: ‘The path to greater resilience will be long’
As Special Representative for the Raw Materials Strategy, Allard Castelein advises the government and the business community on how to make Dutch supply chains more resilient. To begin with, this requires increased awareness. ‘I tell the story and raise awareness among stakeholders. But the sense of urgency should be much greater. This transformation will need an intervention for it to have a chance of success. The government must not only facilitate the business community but take on an active role itself.’
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Europe’s excessive dependence on global value chains and the lack of innovation in the European economy are much-discussed problems. But how do we solve it? Chantal Schrijver, head of the Dutch office of the European Investment Bank, describes how the EIB is contributing to the solution to the problems identified by Mario Draghi in his report on European competitiveness, and works towards strategic autonomy.
The Draghi report puts Europe's competitive position in sharp focus. For the Netherlands, it presents both opportunities and challenges. How can we strengthen our country in an increasingly competitive world? At the request of the House of Representatives, TNO translated the findings from the Draghi report to the Dutch situation. ‘Dutch Competitiveness in the Light of the Draghi Report’ outlines concrete recommendations. We sat down with Marc Zegveld, managing director of the ICT Strategy & Policy unit, and Thijmen van Bree, senior researcher at TNO. ‘We must be in the game to win, not just to avoid losing. That requires a change in mentality.’
Evolving from a spin-off from Delft University of Technology to a Champions League player in the global solar industry, Eternal Sun, a specialist in solar simulation for testing solar panels, proved that Europe can indeed scale up technologically. But CEO Florian van Rijn of Alkemade warns that without a complete industrial ecosystem, strategic autonomy remains a paper tiger. ‘Give concrete form to the most complex pillar of the Draghi report: strategic autonomy.’
How long-term investments can strengthen Europe
Europe’s excessive dependence on global value chains and the lack of innovation in the European economy are much-discussed problems. But how do we solve it? Chantal Schrijver, head of the Dutch office of the European Investment Bank, describes how the EIB is contributing to the solution to the problems identified by Mario Draghi in his report on European competitiveness, and works towards strategic autonomy.
Dutch competitiveness: ‘We must innovate to win’
The Draghi report puts Europe's competitive position in sharp focus. For the Netherlands, it presents both opportunities and challenges. How can we strengthen our country in an increasingly competitive world? At the request of the House of Representatives, TNO translated the findings from the Draghi report to the Dutch situation. ‘Dutch Competitiveness in the Light of the Draghi Report’ outlines concrete recommendations. We sat down with Marc Zegveld, managing director of the ICT Strategy & Policy unit, and Thijmen van Bree, senior researcher at TNO. ‘We must be in the game to win, not just to avoid losing. That requires a change in mentality.’
Florian van Rijn van Alkemade: ‘One unicorn does not mean a successful industry’
Evolving from a spin-off from Delft University of Technology to a Champions League player in the global solar industry, Eternal Sun, a specialist in solar simulation for testing solar panels, proved that Europe can indeed scale up technologically. But CEO Florian van Rijn of Alkemade warns that without a complete industrial ecosystem, strategic autonomy remains a paper tiger. ‘Give concrete form to the most complex pillar of the Draghi report: strategic autonomy.’
Ron Keller: ‘The geopolitical reset will take decades’
Former top diplomat Ron Keller has enormous geopolitical and financial-economic expertise. He sees a way out of the crisis the European continent is facing by making Europe more decisive, secure, and prosperous. That will not happen quickly, nor without a struggle. Keller has a message for entrepreneurs and investors: ‘The geopolitical reset will take decades. Pay the necessary attention to the risks and focus on building resilience.’
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Political developments on a global scale are happening rapidly, and not all in a favorable direction. To adapt is essential, but outdated thinking on feasibility and efficiency hinders bolstering our resilience. Rob Bauer, former chairman of the NATO Military Committee and currently an Edge Fellow at Deloitte, emphasizes, together with Deloitte partner Kim Vrielink, that the current security crisis requires enormous effort from both government and the business community. ‘Societal resilience does not depend solely on military strength.’
Europe is still being carried along by an American agenda that is not its own, with the result that European companies are losing market share, missing opportunities, and being surprised by Chinese competitors they had underestimated. From Philips' loss of its MRI dominance to ASML's thwarted export restrictions: Europe is paying the price for a lack of an own vision. It is time for a change of course, write sinologist Valérie Hoeks and Sanne van der Lugt of the Dutch Advisory Council on International Affairs.
Resilience as a public-private matter
Political developments on a global scale are happening rapidly, and not all in a favorable direction. To adapt is essential, but outdated thinking on feasibility and efficiency hinders bolstering our resilience. Rob Bauer, former chairman of the NATO Military Committee and currently an Edge Fellow at Deloitte, emphasizes, together with Deloitte partner Kim Vrielink, that the current security crisis requires enormous effort from both government and the business community. ‘Societal resilience does not depend solely on military strength.’
Europe must chart its own course on China
Europe is still being carried along by an American agenda that is not its own, with the result that European companies are losing market share, missing opportunities, and being surprised by Chinese competitors they had underestimated. From Philips' loss of its MRI dominance to ASML's thwarted export restrictions: Europe is paying the price for a lack of an own vision. It is time for a change of course, write sinologist Valérie Hoeks and Sanne van der Lugt of the Dutch Advisory Council on International Affairs.
Urgently wanted: a European Trump whisperer
