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.
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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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.’
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.’
Donald Trump's second term has begun with a barrage of rhetoric about import tariffs and trade barriers. What the actual changes to the United States' trade policy will be, is less clear. Marc ter Haar, executive director of the American Chamber of Commerce in the Netherlands, discusses how Dutch companies that export to the US can best deal with the uncertainty.
Until the end of the twentieth century, ever-increasing globalization seemed inevitable. But the tide has turned. In recent years, the United States took an increasingly protectionist stance. That line will continue in the coming years with Donald Trump. How can Dutch companies prepare themselves for it?
Converging geopolitical, ecological and social challenges are inevitably drawing companies into the political arena. To avoid becoming a passive player in an unstable world, executives themselves must take a leading, visionary role, argue Marc-Jan Reumers and Pim Rossen of the strategic consulting firm Kearney. Sustainable ambitions and investments can not only serve as a compass but also offer the best opportunity for a fruitful public-private partnership.
Trading with the US remains possible despite turbulent times
Donald Trump's second term has begun with a barrage of rhetoric about import tariffs and trade barriers. What the actual changes to the United States' trade policy will be, is less clear. Marc ter Haar, executive director of the American Chamber of Commerce in the Netherlands, discusses how Dutch companies that export to the US can best deal with the uncertainty.
Netherlands Be Prepared: Trump’s choice is America First
Until the end of the twentieth century, ever-increasing globalization seemed inevitable. But the tide has turned. In recent years, the United States took an increasingly protectionist stance. That line will continue in the coming years with Donald Trump. How can Dutch companies prepare themselves for it?
Sustainability as a Compass in an Unstable World
Converging geopolitical, ecological and social challenges are inevitably drawing companies into the political arena. To avoid becoming a passive player in an unstable world, executives themselves must take a leading, visionary role, argue Marc-Jan Reumers and Pim Rossen of the strategic consulting firm Kearney. Sustainable ambitions and investments can not only serve as a compass but also offer the best opportunity for a fruitful public-private partnership.
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.’
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