The global business landscape is undergoing unprecedented transformation as geopolitical tensions escalate. Leaders are now compelled to navigate a complex international environment that includes power struggles, trade conflicts, climate change, and pandemics. Michael Froman, President of the Council on Foreign Relations, offers insights into this evolving world order and its implications for businesses. With his extensive experience in both government and corporate sectors, Froman highlights the challenges and opportunities arising from a more fragmented global economy. This article explores how companies must adapt their strategies to thrive in an era where geopolitics plays a pivotal role in decision-making.

In today's interconnected yet fragmented world, businesses face a myriad of challenges driven by shifting geopolitical dynamics. The reemergence of great power politics, ongoing conflicts in various regions, and the intensifying rivalry between China and the West have created an intricate web of economic, technological, and military competition. Additionally, transnational issues such as climate change and pandemics demand international cooperation at a time when such collaboration is at its lowest point. As a result, CEOs and senior management teams must consider geopolitics in every aspect of their operations—from supply chain management to market access and technology usage.

Froman emphasizes that the current international environment is the most complex in eight decades. The rise of multipolarity has led to a world where countries like India, Brazil, South Africa, and Indonesia do not align consistently with any single bloc. Instead, they engage selectively based on specific interests, creating a highly unpredictable landscape. For instance, India collaborates with the United States on technology and investment while maintaining ties with Iran for oil and Russia for arms. This fragmentation necessitates a nuanced approach to global strategy, where companies must be prepared to adjust rapidly to changing alliances and policies.

The convergence of economic and national security policies further complicates the business environment. Export controls, investment restrictions, and industrial policies are increasingly used as tools to protect national interests. Companies are reassessing their supply chains to ensure resilience and diversification, recognizing that overdependence on certain regions or technologies can pose significant risks. While these measures enhance security, they also introduce new costs and inefficiencies. Froman urges policymakers and business leaders to carefully evaluate the trade-offs, ensuring that the benefits of such policies outweigh the potential economic drawbacks.

Protectionism is on the rise, with governments scrutinizing not only the origin of products but also the ownership of companies producing them. The United States, for example, is reviewing trade agreements like the USMCA, raising concerns about Chinese investments in Mexico. This shift towards protectionism could limit market access for multinational corporations, forcing them to rethink their global strategies. Despite these challenges, there are opportunities for companies to capitalize on reshoring and supply chain realignment. However, long-term planning remains difficult due to the uncertainty surrounding future policy changes.

As the world transitions from one economic framework to another, the need for a new set of rules becomes apparent. While the old system provided predictability, it has faced criticism and requires revision. A subset of countries may form coalitions to establish high-standard rules, encouraging others to join over time. Security considerations will continue to intertwine with economic policies, as economic tools become integral to national security strategies. Export controls, foreign investment restrictions, and technology transfers will play crucial roles in maintaining strategic advantages, particularly in areas like artificial intelligence and advanced manufacturing.

In conclusion, the convergence of geopolitics and economics presents both challenges and opportunities for businesses. Companies must adopt a systematic approach to risk management, balancing efficiency with resilience and national security. By staying agile and adaptable, they can navigate the complexities of a fragmented global economy and position themselves for success in an ever-changing world.

In a recent discussion, Yuhki Yamashita, the Chief Product Officer at Figma, shared insights on how collaborative design tools can foster product-led growth (PLG). Yamashita emphasized the importance of community engagement, seamless user experiences, and leveraging generative AI (gen AI) to enhance product development. The conversation explored how Figma has successfully integrated these elements to create an accessible and versatile platform that appeals to designers and non-designers alike. By focusing on reducing barriers to entry and promoting real-time collaboration, Figma has not only expanded its user base but also revolutionized the way teams approach design. Additionally, the discussion delved into the evolving roles within product development teams and the potential of gen AI to transform workflows.

Figma's journey began with a vision to blur the lines between product management and design, creating a more fluid and collaborative environment. This philosophy was particularly evident when Yamashita introduced Figma to Uber, where it quickly became an integral part of the company’s design process. The tool's browser-based, multiplayer capabilities allowed for real-time collaboration, which significantly reduced the friction typically associated with design workflows. This feature, combined with Figma's ease of use—users could simply share a URL to collaborate—led to rapid adoption within various organizations. As a result, Figma became a cornerstone of product-led growth strategies, enabling users to engage with the tool effortlessly without needing to download or install additional software.

The success of Figma's PLG initiatives can be attributed to its focus on community-driven innovation. By fostering relationships with influential figures in the design community and actively seeking feedback from users, Figma ensured that its product evolved in ways that resonated with its audience. For instance, when issues arose with certain features, such as the distracting floating panels in the Figma Editor, the company promptly addressed user concerns and made adjustments. This responsiveness built trust and loyalty among users, reinforcing the idea that Figma was genuinely committed to listening and improving. Moreover, Figma's extensibility, allowing users to integrate the tool with other platforms, further enhanced its appeal by creating seamless workflows across different teams and departments.

The integration of gen AI represents a significant milestone in Figma's evolution. According to Yamashita, AI has the potential to democratize design by lowering the barrier to entry for non-designers while simultaneously empowering professionals to work more efficiently. Features like similarity search, which allows designers to draw inspiration from existing work, exemplify how AI can streamline the creative process. However, Yamashita stressed that while AI can accelerate tasks, it cannot replace the critical thinking and problem-solving skills that are essential to effective design. Instead, AI serves as a tool to enhance human creativity, enabling designers to explore more ideas and iterate faster.

The future of design is likely to see continued blurring of roles between product managers, designers, and engineers. As AI-native interfaces become more prevalent, the traditional boundaries between disciplines will dissolve even further. In this new landscape, designers may operate at a higher level, assembling pre-built components rather than starting from scratch. Meanwhile, product managers and engineers will increasingly participate in the design process, contributing their unique perspectives. To thrive in this environment, companies must prioritize building genuine connections with their users, ensuring that feedback loops remain open and honest. Ultimately, the key to sustainable growth lies in cultivating "user love"—a deep, authentic appreciation for the product that transcends metrics and frameworks.