Leaders must learn to vary the tempo in a dynamic context, manage rhythm and synchronization in an interconnected world, and embrace adaptive rules and structures when confronted with pressure across multiple timescales.

In an era of technological advancements, geopolitical tensions, and economic turmoil, standing still is akin to moving backward. As the durability of competitive advantage has dwindled, the average tenure of companies on the S&P 500 index has more than halved since the late 1970s.

The Asia Future 30 companies focuses on public firms, but excitement is also brewing in the IPO market, with big names set to go public in 2024. They may shake up a hypothetical next edition of the Asia Future 30.

The decay of rules-based trade means that companies can no longer find growth as easily by expanding to new locations, or expanding demand through low-cost single point sourcing. In this context, companies seeking growth must develop innovative offerings to expand demand. These offerings are, essentially, products of imagination — conceiving of and realizing new possibilities — a challenge that companies struggle with.

It is down to individual firms to deliver on their growth potential in the context created by governments and markets. In these times of turbulence, this may mean embracing new business and operating models.

Collaboration is good for many things—but for businesses, treating it as a default is a mistake. In some cases, discouraging collaboration or even encouraging competition can be advantageous.