This report argues that to meet the demands of democracy, government must be reorganized to effectively carry out the goals set by the people’s representatives, and offers a four-part agenda to rebuild state capacity through hiring reform, procedural streamlining, digital modernization, and stronger feedback systems.

The White House AI portal lays out a a multi-pronged national strategy to boost U.S. leadership in AI by investing in research, encouraging adoption across industries, and preparing the workforce for AI-driven changes. It highlights a commitment to developing AI responsibly by setting ethical guidelines, ensuring transparency and privacy, and fostering cooperation across government agencies to address risks and build public trust.

Recognizing that climate-related risks are complicated, this brief disaggregates climate risks into three categories (planetary, economic, and financial) to then map those risks to which stakeholders are best positioned to address them. The article explains the importance of this disaggregation to facilitate intended outcomes and avoid unintended consequence. 

This publication frames AI safety as a critical global public good, highlighting challenges in balancing innovation with robust safety measures, ensuring international cooperation, and promoting equity so AI benefits align with sustainable development goals. It calls for clear accountability alongside shared responsibility through collaborative governance to manage AI risks worldwide

This article presents a framework leaders can use to better focus their sustainability strategies. It consists of four lenses: the business value lens (What affects our bottom line?), the stakeholder influence lens (What are people trying to tell us?), the science and technology lens (What does the data tell us about our impact and future?), and the purpose lens (What do we stand for?). The framework is intended to help leaders balance external pressures with internal priorities and objective data with stakeholder perceptions. 

This piece explores how companies can maintain ethical business practices as geopolitical tensions and authoritarianism erode global consensus on anti-corruption and rule of law. The authors argue that compliance systems alone are insufficient and call for stronger values-driven leadership, cross-border ethical alignment, and proactive stakeholder engagement to navigate growing political and moral complexity. 

Addresses the increasing role that political turbulence is having on corporations’ ability to accomplish strategic objectives and tips for navigating external political uncertainty.  

This article argues that Modern Portfolio Theory falls short in today’s interconnected and complex risk landscape, calling for “system-level investing” that integrates social, environmental, and economic factors to boost long-term resilience and sustainability.

Dominic Barton, Mark Wiseman, Laurence Fink, Richard Edelman, Henry M. Paulson Jr., Lynn Forester de Rothschild, Nicholas Carr, Nitin Nohria, Paul Polman, Whitney MacMillan, Greg Page, Chanda Kochhar, Kathleen McLaughlin, Doug McMillon, Adrian Orr, John D. Rogers, Lim Chow Kiat, Euan Munro, Charles Tilley, Lei Zhang, Michael Sabia, James P. Gorman, David Walker, Angel Gurría, Ronald P. O’Hanley, Donald Kaberuka, Julie Hembrock Daum, Edward Speed, Angelien Kemna

This report compiles insights from CEOs, investors, and regulators emphasizing how quarterly earnings pressure and misaligned incentives restrict long-term strategic thinking, and it proposes governance reforms to realign business purpose with sustainable, multi-stakeholder value creation.

Based on the fact that the assumption that business and politics can and even should be kept separate is no longer realistic, the authors outline steps that effective leaders should take to ensure strategic decisions in the space, which include: (1) develop robust principles to guide strategic choices; (2) address ethical issues early; (3) consistently communicate and implement their choices; (4) engage with and beyond the industry to shape the context; and (5) learn from mistakes to make better choices in the future.

Comments from business leaders, academics, civil society organizations and others commenting how the Erb Principles for Corporate Political Responsibility can help with managing risk, sustaining market economies, strengthening civic institutions and enabling long-term value for business and society. 

Joe Zammit‑Lucia argues that in today’s world, politics and business are deeply connected, and companies need strong “political antennae”—a keen understanding of societal values, regulations, and consumer expectations—to succeed. Drawing on global case studies, he shows how pressures from stakeholders, investors, and regulators require firms to embed political awareness into their purpose, strategy, and daily operations to build trust and resilience.