Globale Wirtschaft und Märkte
Experten, die die sich wandelnden Finanzmärkte, politische Entscheidungen und makroökonomische Kräfte analysieren und erklären
Speakers Associates represents 237 speakers on Globale Wirtschaft und Märkte, including Stephen Foerster, Lord Kim Darroch, Marcelo Carvalho, Elena Boheme, Jean Asselborn, Margarida Matos Rosa, Juliet Mann, Katie Prescott, Omar Christidis und Dan Walters.
Decisions in boardrooms now turn on what happens in Westminster, Whitehall and the lobby room behind it. Senior leaders need a read on the people, the pressure points and the political calendar that no policy paper provides. The gap is between the headlines and the actual mechanics of power.
Senior audiences sit through too many evenings of forgettable hosting and political analysis that says nothing the room did not already know. Boards and conferences want a moderator who can read a hostile interview, frame a complex political moment for a non-specialist audience, and hold a room of senior people without performing for them. The choice is between someone who fills the slot and someone who lifts it.
Boards are being asked to make capital, supply-chain and people decisions against a backdrop of war in Europe, US-China decoupling, and political volatility in markets that used to be dependable. The headlines move faster than the analysis, and most internal briefings rely on the same wire copy as everyone else. What leaders need is someone who has watched these countries up close, over decades, and can tell them which signals matter.
Boards are being asked to underwrite decisions on supply chains, capital allocation, and market entry while the rules underpinning the global trading system shift week to week. Most leadership teams read the same headlines as everyone else and try to translate them into operating decisions on instinct. The gap between political signal and commercial consequence is where reputations and balance sheets get damaged.
Boards and investment committees need a clear read on US politics that does not collapse into partisan noise or cable news shorthand. The conservative movement has fractured, institutional trust is thin, and policy direction now turns on factional fights inside one party rather than the old left-right contest. Leaders need someone who can explain what is actually happening on the American right, why it matters for risk, and which signals to take seriously.
Boards are now making capital, supply and partnership decisions inside a fractured rules-based order. Russia, the EU, sanctions regimes and the politics of multilateral finance are no longer specialist files; they sit on the agenda of any company with cross-border exposure. Senior teams need a reader of those systems who has covered them as a journalist and helped run them from inside an international institution.
Boards no longer treat geopolitics as background noise. The transatlantic alliance, China-US strategic rivalry, war in Europe and a fraying post-1945 order now sit on the same agenda as capital allocation and supply chain decisions. Most leadership teams lack a frame for reading these shifts with any confidence.
Organisations are still optimising for metrics that conceal the costs they are actually creating. GDP-linked targets and quarterly profit tell boards very little about regulatory exposure, inequality risk, or structural instability. The economic assumptions that once provided strategic cover are becoming political liabilities – and the frameworks used to replace them are still being contested.
Trade policy is now a commercial variable, not a background condition. Sustainability has moved from reporting obligation to pricing signal, and capital is following both at once. Most leadership teams have policy fluency or commercial discipline, and few have the two together with enough jurisdictional depth to build a growth plan that depends on both.
A board panel, a CEO interview or an awards ceremony lives or dies on the person holding the room. Get the host wrong and the agenda drifts, executives over-talk, audiences disengage, and a serious programme reads as corporate filler. The cost of that is rarely budgeted for, but it shows up in every post-event survey.
Boards making long-horizon capital decisions are reading central bank communications more closely than they have in a generation. The question is no longer whether interest rates move, but whether the institutions setting them still operate within the mandates that markets have priced for thirty years. Capital allocators who misread that shift will misprice everything downstream from it.
Trust in institutions has collapsed faster than the institutions have noticed. The audiences a business needs to reach next, employees, customers and graduates under thirty, do not get their information where leadership thinks they do. The gap between what an organisation says about itself and what younger audiences actually believe about it is now a strategic exposure, not a communications footnote.