The Global Growth Agenda
Pavilion 5, Conference Hall 5.3

With a tumultuous macro environment projected for the coming years, leaders from all walks of life must resist simply reacting to circumstances and short-term decision-making, and drive forward an agenda for sustainable value creation and long-term performance. What factors are making the business and political environments so extraordinarily volatile, and will they persist? How should leaders balance the need to manage short-term risks while implementing a vision for the future?

Adrian Wooldridge , Management Editor and Schumpeter Columnist, The Economist

Kirill Androsov , Managing Director, Altera Investment Fund; Chairman of the Board of Directors, Aeroflot
Borge Brende , Member of the Managing Board, Managing Director, The World Economic Forum
Kjell Morten Johnsen , Executive Vice President, Head of European Operations, Telenor Group
Alexey Repik , President, Delovaya Rossiya (Business Russia)
Paul Polman , President, Chief Executive Officer, Unilever
Mark Weinberger , Global Chairman and CEO-elect, Ernst & Young


Key moments

There is one very important factor – the growth of the middle class. For the next 5–10 years this going to be the major driver for the emerging economies.
Kirill Androsov
On the climate change side and energy side, we know that the cost of inaction is higher than the cost of action in the future.
Borge Brende
I think it will be very helpful if we can make longer term thinking a little bit sexy again. Because if you have the ability to have sustainability on your mind, when you make decisions … it gives you different maneuvering space.
Kjell Morten Johnsen
Many questions should be answered in order to understand how to build the new model of sustainable economy. But the foundation of this model, in my opinion, should be trust and transparency.
Dariusz Jacek Krawiec
Be very focused on the long-term and set examples on your own behaviour and the environment you create for your company. Run your business with a deeper purpose so that people can align themselves to it.
Paul Polman
The first thing for leadership, I think, is to look reality in the eye. If we don’t understand that reality, it’s very difficult to make real plans.
Paul Polman
You have to understand, in this dying age, how to be a global organisation that delivers globally, but sources locally.
Mark Weinberger