pkpatriotic
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Brave New World
By Klaus Schwab
It is much more than a sign of the times when the president of the World Bank and former deputy secretary of state, Robert Zoellick, is publicly advocating disbanding the Group of Seven in favor of a "multilateral network" twice its size to address major economic challenges.
It is true that the flurry of national responses to the banking crisis by the major industrialized economies has been uncoordinated, and ineffective, with respect to the current global credit crisis. But the starker reality is that a new international order has arrived that has yet to be understood fully or accepted widely. The deleveraging and shifting of capital flows occurring globally at this moment are not reversible trends. The economic changes happening now are structural, not cyclical, and therefore truly transformative.
I believe this transformation will, over time, reveal the following.
First, crises in a global world economy require numerous institutions and governments to respond, because any major crisis will have multiple dimensions to it that are beyond the comprehension or mandate of any single institution or government. Complexity and interdependency are characteristics inherent to globalization. In fact, there is growing grassroots awareness that global challenges are interlinked, but current governance institutions appear unable to pursue the measures needed to address them holistically.
For example, the connection between climate change, food scarcity and energy security is evident, yet an integrated solution to the three is not. There is a mismatch between the global challenges of the 21st century and the global governance institutions of the 20th century. Putting aside the current financial crisis, the failure to achieve the Millennium Development Goals, the failure to conclude the Doha Round of trade negotiations and the struggle to negotiate a successor to the Kyoto Protocol all point toward this conclusion.
Second, calls for greater global or regional collaboration will not be easily answered. Shortcomings in strategic foresight, global cooperation and managing complexity are together what landed us in the current predicament. Leaders in policy and in industry must first develop a more systematic and strategic view of global issues if any future collaboration is to be effective and sustainable.
Again, decision-making in a complex global environment requires identifying the multiple dimensions of a challenge and establishing the relationship between those dimensions. Plotting issues, interests and institutions, and understanding how they are connected, are necessary first steps in solving complex international problems. Yet this function is largely absent from our existing compartmentalized global governance architecture and in many corporate boardrooms.
A more immediate lesson that the public will need to understand is that "regulatory" failures are not the same as "market" failures. For the reasons cited above, effective regulatory coordination in a globalized world is certainly not easy, but it is achievable. However, the perception that what we are experiencing now is mostly due to "market" failure is a pernicious one, as there are signals of a growing backlash to capitalism and support for protectionist policies.
A full accounting of regulatory and corporate governance failures must take place, particularly in the United States. But in that process, we must remember that we cannot turn back the clock on globalization. Yes, it has enabled economic downturns, financial crises and commodity shocks to spread across regions, markets and industries faster than ever before. But the resulting economic interdependence and openness have made it possible for emerging and developing economies to generate two-thirds of the world's current growth and to lift millions out of poverty.
The best prescription to ward off a global recession is entrepreneurial growth. We should remind ourselves that the vast majority of companies worldwide, along with their employees, are working hard at providing this growth. We also must remind ourselves that there are other major global challenges, such as food security and climate change, that require our attention. Financial volatility will continue to grab our attention in the days and weeks ahead, but it's worth remembering that 4 billion people, nearly two-thirds of humanity, still do not have access to basic financial services.
By the time the World Economic Forum holds its 39th annual meeting in Davos, Switzerland, next January, my hope is that the leaders from government, industry and civil society who will join us will have understood that solving complex global challenges requires understanding how issues, interests and institutions are connected to one another. Appropriately, the challenge next year in Davos will be connecting these dots to come up with solutions. Our objective is to find answers that are not only holistic and systematic, but also take into account all of the stakeholders in our global society.
By Klaus Schwab
It is much more than a sign of the times when the president of the World Bank and former deputy secretary of state, Robert Zoellick, is publicly advocating disbanding the Group of Seven in favor of a "multilateral network" twice its size to address major economic challenges.
It is true that the flurry of national responses to the banking crisis by the major industrialized economies has been uncoordinated, and ineffective, with respect to the current global credit crisis. But the starker reality is that a new international order has arrived that has yet to be understood fully or accepted widely. The deleveraging and shifting of capital flows occurring globally at this moment are not reversible trends. The economic changes happening now are structural, not cyclical, and therefore truly transformative.
I believe this transformation will, over time, reveal the following.
First, crises in a global world economy require numerous institutions and governments to respond, because any major crisis will have multiple dimensions to it that are beyond the comprehension or mandate of any single institution or government. Complexity and interdependency are characteristics inherent to globalization. In fact, there is growing grassroots awareness that global challenges are interlinked, but current governance institutions appear unable to pursue the measures needed to address them holistically.
For example, the connection between climate change, food scarcity and energy security is evident, yet an integrated solution to the three is not. There is a mismatch between the global challenges of the 21st century and the global governance institutions of the 20th century. Putting aside the current financial crisis, the failure to achieve the Millennium Development Goals, the failure to conclude the Doha Round of trade negotiations and the struggle to negotiate a successor to the Kyoto Protocol all point toward this conclusion.
Second, calls for greater global or regional collaboration will not be easily answered. Shortcomings in strategic foresight, global cooperation and managing complexity are together what landed us in the current predicament. Leaders in policy and in industry must first develop a more systematic and strategic view of global issues if any future collaboration is to be effective and sustainable.
Again, decision-making in a complex global environment requires identifying the multiple dimensions of a challenge and establishing the relationship between those dimensions. Plotting issues, interests and institutions, and understanding how they are connected, are necessary first steps in solving complex international problems. Yet this function is largely absent from our existing compartmentalized global governance architecture and in many corporate boardrooms.
A more immediate lesson that the public will need to understand is that "regulatory" failures are not the same as "market" failures. For the reasons cited above, effective regulatory coordination in a globalized world is certainly not easy, but it is achievable. However, the perception that what we are experiencing now is mostly due to "market" failure is a pernicious one, as there are signals of a growing backlash to capitalism and support for protectionist policies.
A full accounting of regulatory and corporate governance failures must take place, particularly in the United States. But in that process, we must remember that we cannot turn back the clock on globalization. Yes, it has enabled economic downturns, financial crises and commodity shocks to spread across regions, markets and industries faster than ever before. But the resulting economic interdependence and openness have made it possible for emerging and developing economies to generate two-thirds of the world's current growth and to lift millions out of poverty.
The best prescription to ward off a global recession is entrepreneurial growth. We should remind ourselves that the vast majority of companies worldwide, along with their employees, are working hard at providing this growth. We also must remind ourselves that there are other major global challenges, such as food security and climate change, that require our attention. Financial volatility will continue to grab our attention in the days and weeks ahead, but it's worth remembering that 4 billion people, nearly two-thirds of humanity, still do not have access to basic financial services.
By the time the World Economic Forum holds its 39th annual meeting in Davos, Switzerland, next January, my hope is that the leaders from government, industry and civil society who will join us will have understood that solving complex global challenges requires understanding how issues, interests and institutions are connected to one another. Appropriately, the challenge next year in Davos will be connecting these dots to come up with solutions. Our objective is to find answers that are not only holistic and systematic, but also take into account all of the stakeholders in our global society.