alls for a “Great Re-evaluation” or “History at a Turning Point” seem to have dominated global headlines in recent years—not least as the key themes of the World Economic Forum Annual past annual meetings. While aspirational titles get a lot of traction, one might be tempted to scrutinize these taglines and zoom in on the “how.” How do we effectively challenge conventional thinking? How do we actually move the needle on the—too often—daunting challenges we all face today?
The COVID-19 crisis seemed to be the start of a new era of post-competitive partnerships, from vaccine discovery and distribution to food supply chains to transportation sectors. But, with the pandemic in the rearview mirror, we are witnessing the return of isolationist politics and policies, from increasingly protectionist measures, to a deepening of domestic fault lines with lasting ramifications on the fundamental decisions that shape our collective wellbeing.
As global leaders come together in Davos this January, around the shared commitment of fostering “Cooperation in a Fragmented World,” we are reminded of the transformative and vital potential of partnerships to bring the world closer together.
While innovative partnerships have been part of the modus operandi of many organizations, from the United Nations Foundation to the Rockefeller Foundation, to progressive companies such as IKEA or Unilever, to intrinsically cooperative platforms such as the MIT Solve or Global Citizen, a groundswell of change has been happening within perhaps more traditional entities—multilateral organizations. These bodies tasked with the immensely complex responsibility of coordinating, reconciling, and advancing policies that impact virtually every aspect of our lives—from pandemic preparedness to internet safety—are revealing new frontiers of collaboration and investing their considerable weight, credibility, and funding to reinvent the way they operate.
From the World Food Programme’s Innovation Accelerator—leveraging the disruptive power of technology to scale high-potential solutions to end hunger worldwide—to the way in which UNICEF fosters a more resilient world—in areas as diverse as supply chains in times of humanitarian crises, mental health, climate action, to UNHCR’s ventures in mobilizing the power of blockchain to protect and preserve displaced individuals’ lives and livelihoods, to the World Health Organization’s deep collaboration with corporate actors that can not only deliver last-mile health solutions but effectively contribute to shaping upstream policies—including on emerging issues such as climate and health, it seems the world’s most secluded policy arenas have warmed up to the potential of real public-private collaboration.
Some organizations have long understood the need and opportunity of deeply ingraining cross-sector collaboration in their DNA, including with multilateral organizations. The Global Energy Alliance for People and Planet (GEAPP) mobilized more than a dozen multilateral institutions to help accelerate the transition to clean energy in emerging markets, building a bridge between philanthropic and development finance capital—or the Coalition for Epidemic Preparedness Innovation (CEPI)—born in Davos—are just two illustrations of a deep paradigm shift in the way the world defines “collaboration” beyond territorial considerations, signaling the advent of more “connected” era.
Navigating a Complex Global Agenda
The Forum’s Annual Meeting is the ultimate bellwether for the year ahead, informing and setting the strategic direction for leaders, taking stock of critical priorities on the global agenda. But it is also a catalyst for lasting and transformational partnerships such as the First Movers Coalition, the Alliance of CEO Climate Leaders, the 1 trillion trees by 2030 platform, the Global Fund to Fight AIDS, Tuberculosis and Malaria, the Accord for a Healthier World, the Lung Ambition Alliance, the Charter for Humanitarian Supply Chain Resilience, the Reskilling Revolution, the EDISON Alliance—and more. This year’s WEF is no exception, as we anticipate a number of new and expanded commitments.
This year already promises to be a fertile year for many crucial decisions through key convenings such as the United Nations General Assembly—and its much-expected High-Level Meetings on Universal Health Coverage, Tuberculosis, and Pandemic Preparedness, as well as its Sustainable Development Goals (SDG) Summit, a midpoint juncture to assess progress on the SDGs; Japan’s G7 and its emphasis on a peaceful world and nuclear disarmament, the UAE’s COP 28 and its focus on “Solutions”; or India’s G20 and its commitment to improving the lives of the next 1.5 billion.
What are critical factors for success in navigating this complex and increasingly crowded landscape?
- Map, prioritize and articulate key issues that bridge your organization’s business and societal impact agenda.
- Assess your advocacy priorities, keeping in mind both credibility and vulnerability.
- Consider the most effective global, regional and local platforms for engagement.
- Take stock of your existing partnerships, identify gaps and organizations whose work can accelerate your commitments.
- Lead with consistency and authenticity.
What are your critical priorities for the year ahead and what partnerships will you catalyze?
a global affairs media network
Innovative Partnerships to Reconnect a Fragmented World
Photo via Adobe Stock.
January 18, 2023
As global leaders come together in Davos around the shared commitment of fostering “Cooperation in a Fragmented World,” we are reminded of the transformative and vital potential of partnerships to bring the world closer together, write APCO Worldwide's Anna Tunkel & Jean de La Rochebrochard.
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alls for a “Great Re-evaluation” or “History at a Turning Point” seem to have dominated global headlines in recent years—not least as the key themes of the World Economic Forum Annual past annual meetings. While aspirational titles get a lot of traction, one might be tempted to scrutinize these taglines and zoom in on the “how.” How do we effectively challenge conventional thinking? How do we actually move the needle on the—too often—daunting challenges we all face today?
The COVID-19 crisis seemed to be the start of a new era of post-competitive partnerships, from vaccine discovery and distribution to food supply chains to transportation sectors. But, with the pandemic in the rearview mirror, we are witnessing the return of isolationist politics and policies, from increasingly protectionist measures, to a deepening of domestic fault lines with lasting ramifications on the fundamental decisions that shape our collective wellbeing.
As global leaders come together in Davos this January, around the shared commitment of fostering “Cooperation in a Fragmented World,” we are reminded of the transformative and vital potential of partnerships to bring the world closer together.
While innovative partnerships have been part of the modus operandi of many organizations, from the United Nations Foundation to the Rockefeller Foundation, to progressive companies such as IKEA or Unilever, to intrinsically cooperative platforms such as the MIT Solve or Global Citizen, a groundswell of change has been happening within perhaps more traditional entities—multilateral organizations. These bodies tasked with the immensely complex responsibility of coordinating, reconciling, and advancing policies that impact virtually every aspect of our lives—from pandemic preparedness to internet safety—are revealing new frontiers of collaboration and investing their considerable weight, credibility, and funding to reinvent the way they operate.
From the World Food Programme’s Innovation Accelerator—leveraging the disruptive power of technology to scale high-potential solutions to end hunger worldwide—to the way in which UNICEF fosters a more resilient world—in areas as diverse as supply chains in times of humanitarian crises, mental health, climate action, to UNHCR’s ventures in mobilizing the power of blockchain to protect and preserve displaced individuals’ lives and livelihoods, to the World Health Organization’s deep collaboration with corporate actors that can not only deliver last-mile health solutions but effectively contribute to shaping upstream policies—including on emerging issues such as climate and health, it seems the world’s most secluded policy arenas have warmed up to the potential of real public-private collaboration.
Some organizations have long understood the need and opportunity of deeply ingraining cross-sector collaboration in their DNA, including with multilateral organizations. The Global Energy Alliance for People and Planet (GEAPP) mobilized more than a dozen multilateral institutions to help accelerate the transition to clean energy in emerging markets, building a bridge between philanthropic and development finance capital—or the Coalition for Epidemic Preparedness Innovation (CEPI)—born in Davos—are just two illustrations of a deep paradigm shift in the way the world defines “collaboration” beyond territorial considerations, signaling the advent of more “connected” era.
Navigating a Complex Global Agenda
The Forum’s Annual Meeting is the ultimate bellwether for the year ahead, informing and setting the strategic direction for leaders, taking stock of critical priorities on the global agenda. But it is also a catalyst for lasting and transformational partnerships such as the First Movers Coalition, the Alliance of CEO Climate Leaders, the 1 trillion trees by 2030 platform, the Global Fund to Fight AIDS, Tuberculosis and Malaria, the Accord for a Healthier World, the Lung Ambition Alliance, the Charter for Humanitarian Supply Chain Resilience, the Reskilling Revolution, the EDISON Alliance—and more. This year’s WEF is no exception, as we anticipate a number of new and expanded commitments.
This year already promises to be a fertile year for many crucial decisions through key convenings such as the United Nations General Assembly—and its much-expected High-Level Meetings on Universal Health Coverage, Tuberculosis, and Pandemic Preparedness, as well as its Sustainable Development Goals (SDG) Summit, a midpoint juncture to assess progress on the SDGs; Japan’s G7 and its emphasis on a peaceful world and nuclear disarmament, the UAE’s COP 28 and its focus on “Solutions”; or India’s G20 and its commitment to improving the lives of the next 1.5 billion.
What are critical factors for success in navigating this complex and increasingly crowded landscape?
- Map, prioritize and articulate key issues that bridge your organization’s business and societal impact agenda.
- Assess your advocacy priorities, keeping in mind both credibility and vulnerability.
- Consider the most effective global, regional and local platforms for engagement.
- Take stock of your existing partnerships, identify gaps and organizations whose work can accelerate your commitments.
- Lead with consistency and authenticity.
What are your critical priorities for the year ahead and what partnerships will you catalyze?
