Ekonomisk Prognos
Ekonomer och analytiker som tolkar vad data verkligen betyder för marknader, politik och näringsliv
Speakers Associates represents 71 speakers on Ekonomisk Prognos, including Marcelo Carvalho, Dan Walters, Calum Chace, Geoff Cutmore, Horst Köhler, Kwasi Kwarteng, Daniel Lacalle, Blanca Moreno-Dodson, Dominic O'Connell och Paul Johnson.
The rules governing global trade and investment were built for a world that no longer exists. Companies that structured supply chains, workforce strategies, and growth plans around open borders now face governments actively rewiring those rules. The tension is not between globalisation and its critics – it is between the legitimate demands of domestic politics and the logic of integrated markets, and most organisations are caught in the middle with no framework for navigating it.
Europe’s economic strategy is being rewritten in real time. Leaders have to price in fragmenting trade, a defense spending shock, Chinese industrial competition, and a euro architecture still missing pieces a generation after launch. The hard question is not what is changing, but which shifts are structural and which will pass.
Boards are making capital decisions inside the longest run of monetary distortion in modern history. Rates, currencies, commodity prices and sovereign risk no longer move in patterns that prior cycles taught leadership teams to read. The cost of misreading the macro is no longer a missed quarter, it is a misallocated decade.
Multinationals with exposure to Central and Eastern Europe, Russia, the CIS and the wider MEA region are making capital and hiring decisions against a political backdrop that resets every quarter. Most corporate planning cycles are not built for that speed, and most regional leadership teams are left translating macro headlines into practical guidance for headquarters on their own. The question on the table is rarely what is happening; it is what to do about it next quarter.
Boards are being asked to commit capital while the rules around inflation, rates and fiscal policy keep moving. Most macro commentary is either too academic to act on or too partisan to trust. Leaders need a reading of the UK and global economy that is grounded, non-aligned, and connected to what the next Budget, rate decision or geopolitical shift actually means for the year ahead.
Boards are pricing the next decade against a fiscal and currency backdrop that no longer behaves the way post-1990s models assumed. Deficits, sovereign debt loads, tariff shocks, and the dollar’s reserve status are now the swing variables in strategy decisions on capital allocation, pricing, and exposure. Most executive teams do not have a reliable read on how fast those variables can move or what the IMF and major central banks will actually do when they do.
Boards and investor audiences want a chair who can take a packed conference programme on financial services, markets or corporate strategy and make it land. Most moderators either default to the script or lose control of the room when a CEO goes off-message. The gap is someone who can interrogate a panel of executives with the authority of a working business journalist, then keep the day moving without losing the audience.
Boards and executive teams are making bets on trade corridors, capital flows and country risk with less reliable information than they had a decade ago. The old assumptions about globalization, multilateral institutions and cross-border rules no longer describe the operating environment. Leaders need a sober read on where the system is actually heading, from someone who has governed inside it.
Boards and investment committees are awash in forecasts, narratives and active-management pitches, yet the empirical record on whether any of it reliably beats the market is brutal. Leaders responsible for pensions, endowments and corporate capital need a disciplined way to separate what the evidence actually supports from what sounds persuasive in a meeting. The cost of getting that wrong compounds silently over decades.
Boards now have to make capital decisions inside a monetary regime they no longer understand. Rates moved further and faster than most strategy decks were built to absorb, and the eurozone’s political fault lines have not closed. Leaders need a working read on how central banks actually decide, not a commentary on what they did last quarter.
Boards and senior teams operating in Britain are making capital and workforce decisions inside a political system most of them no longer trust to be stable. Westminster’s signals on tax, regulation, welfare and public spending shift faster than any planning cycle, and the commentary around them is noisier and more partisan than it has ever been. Leaders need someone who can read the politics honestly, separate the durable shifts from the noise, and do it in front of an audience that includes sceptics.
Senior leaders now sit on stages and in boardrooms where the questions cross monetary policy, sanctions, energy, and political risk in the same hour. Most chairs cannot hold that ground without losing the audience or the speakers. The right moderator pulls a precise answer from a central bank governor, then turns to a CFO without breaking the line of argument.