A BLOG OPINION FROM WSJ Leadership Institute: "Navigating the Future of Global Business: Asia's New World Order A Comprehensive Look at Parag Khanna's Plan for the Asian Century"
Introduction - The Dawn of the Asian Century
A fundamental shift is taking place in the global economic landscape. For the past several decades, we've witnessed the steady rise of Asia as an economic powerhouse, but what we're experiencing now goes far beyond simple growth metrics. Nothing less than the reorganization of global trade, supply chains, and migration patterns around a world order that is increasingly centered on Asia is taking place. Parag Khanna, CEO of AlphaGeo and one of the world's foremost experts on geopolitics and global connectivity, presents a compelling thesis: the future isn't just influenced by Asia—it is fundamentally Asian. This isn't merely about China's rise or India's demographic dividend. It's about the emergence of an interconnected Asian system that is reshaping how businesses operate, how people move, and how nations interact on the global stage.
As business leaders navigate an era defined by technological disruption, economic volatility, and unprecedented human mobility, understanding the Asian perspective isn't optional—it's essential for survival and success. The old playbook of Western-centric business strategy is becoming obsolete. Companies that fail to grasp the magnitude of this shift risk being left behind in a world where Asia is not just a market to enter, but the organizing principle of global commerce itself.
The technological forces driving transformation, the reconfiguration of supply chains, the massive migration patterns reshaping demographics, and most importantly, how forward-thinking businesses can position themselves to not only survive but also thrive in this new reality are all examined in this comprehensive analysis. The question is no longer whether Asia will dominate the 21st century, but rather how quickly businesses can adapt to this inevitable reality.
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Academic Books of Mr. Parag Khanna next in my blog
The Asianization of the World Economy
When we talk about the rise of the Asian economy, we don't just talk about manufacturing output or GDP statistics. We're witnessing the fundamental reorientation of global economic gravity. Asia now represents more than 5 billion people—roughly two-thirds of humanity—and an increasingly integrated economic system that stretches from Tokyo to Istanbul, from Mumbai to Jakarta.
The concept of "Asianization" extends beyond mere economic growth. It represents a paradigm shift in how trade, investment, and innovation flow globally. While Western nations spent the 20th century building institutions and frameworks based on trans-Atlantic partnerships, the 21st century is being defined by trans-Asian connectivity. Infrastructure projects like China's Belt and Road Initiative, digital payment systems connecting Southeast Asian economies, and regional trade agreements are creating an interconnected Asian economic ecosystem that operates with increasing independence from traditional Western economic centers.
What makes this transformation particularly significant is its comprehensiveness. Asia is ascending the value chain at a rate never before seen. Countries that were once known primarily for low-cost manufacturing are now becoming innovation hubs, technology leaders, and financial centers. In consumer electronics and semiconductors, South Korea leads. Taiwan dominates advanced chip manufacturing. Singapore has emerged as a fintech powerhouse. India is becoming the world's back office for digital services while simultaneously developing cutting-edge space and pharmaceutical capabilities.
This isn't a zero-sum game where Asia's rise necessarily means the West's decline, but it does mean that business strategies predicated on Western markets as primary and Asian markets as secondary are fundamentally flawed. The largest consumer markets, the most dynamic growth opportunities, and increasingly, the most innovative technologies are emerging from Asian economies. As a result, businesses must adjust their strategic priorities. The financial architecture supporting this transformation is equally important. Asian sovereign wealth funds, development banks, and private capital pools are now major players in global finance. Alternative financial pathways that lessen reliance on dollar-denominated transactions and Western financial institutions are being created by the Asian Infrastructure Investment Bank, regional currency swap arrangements, and the growing use of Asian currencies in trade settlement. For businesses, this means several critical implications. First, Asian markets can no longer be treated as afterthoughts or extensions of Western business models. They require dedicated strategies, local partnerships, and deep cultural understanding. Second, Asian competitors are becoming more formidable, not just in Asian markets but globally. Thirdly, Asia's talent, innovation, and capital must be incorporated into global business strategies rather than viewed as ancillary concerns. ---
Technological Disruption and the Asian Innovation Landscape
Asia's transformation is both driven and produced by technology. The region is not simply adopting Western technologies—it's increasingly creating its own technological paradigms that are then exported globally. Understanding this technological dimension is crucial for businesses seeking to remain competitive in the Asian century.
China's technology ecosystem exemplifies this shift. Companies like Alibaba, Tencent, and ByteDance haven't simply replicated Western business models—they've created entirely new approaches to e-commerce, social media, and content delivery that are in many ways more advanced than their Western counterparts. The integration of mobile payments, social commerce, and logistics in Chinese platforms created seamless digital experiences that Western companies are now trying to emulate. Super-apps that combine messaging, payments, e-commerce, and services represent a different technological paradigm than the specialized app approach dominant in Western markets.
India's technology sector presents another compelling narrative. Beyond its well-known IT services industry, India is becoming a hub for frugal innovation—developing technologies specifically designed for emerging market conditions of limited infrastructure, price sensitivity, and unique local challenges. These innovations, from mobile-first applications to affordable healthcare technologies, are increasingly relevant not just for developing economies but for serving underserved populations globally.
Southeast Asian nations are creating their own technology champions. Singapore's smart city initiatives are setting global standards for urban technology integration. Indonesia's and Vietnam's startup ecosystems are producing unicorns at an accelerating pace. The region's young, mobile-first population is creating demand for innovative digital solutions, making Southeast Asia a testing ground for technologies that may define the next generation of digital commerce.
Japan and South Korea continue to lead in hardware innovation, robotics, and advanced manufacturing technologies. Their expertise in automation, precision manufacturing, and materials science remains world-class. As these technological capabilities combine with the massive Asian consumer market and increasingly sophisticated software capabilities, the region is creating a complete technology stack that spans from basic research to consumer applications.
For businesses, the implications are profound. Asian innovation must be taken into account in technology strategies in addition to Western Silicon Valley models. Companies need to establish presence in Asian technology hubs to access talent, understand emerging technologies, and partner with local innovators. It is no longer true that technology mostly moves from the West to the East; Asian technological innovations are increasingly establishing global standards and defining new technological paradigms. Artificial intelligence and machine learning present particular opportunities and challenges. Asian countries are investing heavily in AI research and application. China's AI strategy explicitly aims for global leadership. One-of-a-kind opportunities exist for developing and training AI systems on a large scale due to the large populations and relatively permissive data regimes of many Asian nations. While navigating a variety of regulatory environments and ethical frameworks, businesses must consider how to participate in these Asian AI ecosystems. ---
The Reconfiguration of Global Supply Chains
Perhaps nowhere is Asia's centrality more evident than in global supply chains. Although "the world's factory" has been used to describe the region for a long time, this overstates the sophistication, complexity, and strategic significance of Asian manufacturing and logistics networks. The COVID-19 pandemic and recent geopolitical tensions have forced businesses to reconsider supply chain strategies, but the reconfiguration is leading to more complexity in Asia, not less dependence on the region.
The concept of supply chain "resilience" has replaced pure efficiency as a guiding principle. However, resilience doesn't mean bringing all manufacturing back to Western countries—it means diversifying within Asia and creating more sophisticated networks of suppliers and production facilities across the region. Companies are pursuing "China Plus One" or "China Plus Many" strategies, adding production capacity in Vietnam, Thailand, India, Bangladesh, and other Asian nations while maintaining Chinese operations. This creates more complex but more resilient pan-Asian supply chains.
Asia's infrastructure development is critical to this reconfiguration. To improve Asia's connectivity, the region is investing trillions of dollars in digital infrastructure, ports, railways, highways, and other infrastructure. This infrastructure not only moves goods, but it also opens up new ways to structure supply chains. High-speed rail connecting Chinese manufacturing centers to European markets, improved port facilities throughout Southeast Asia, and digital customs systems are making intra-Asian trade faster and more efficient.
The rise of Asian logistics champions is another crucial development. Companies like JD Logistics, Alibaba's Cainiao, and emerging regional players are creating sophisticated logistics networks that rival traditional Western logistics giants. These companies understand Asian markets, infrastructure, and consumer expectations in ways that foreign competitors struggle to match. They're also innovating in areas like drone delivery, autonomous vehicles, and AI-powered warehousing.
For businesses, several strategic imperatives emerge. First and foremost, supply chain strategies must become more complex and regionally specific. Understanding the specific capabilities, costs, and risks of different Asian production locations is essential. Second, businesses require local partners who are familiar with Asian business practices, regulations, and logistics. Third, companies must invest in supply chain visibility and management technologies that can handle more complex, distributed networks.
The semiconductor supply chain deserves special attention. Taiwan's dominance in advanced chip manufacturing, South Korea's memory chip leadership, and China's ambitious efforts to develop domestic semiconductor capabilities make this the most geopolitically sensitive and strategically critical supply chain. Businesses dependent on semiconductors—which increasingly means nearly all businesses—must navigate this landscape carefully, understanding both the technological realities and geopolitical risks.
Sustainability is becoming a crucial factor in Asian supply chains. As environmental concerns grow and regulations tighten, businesses must ensure their Asian supply chains meet rising environmental and social standards. This requires deeper engagement with suppliers, investment in cleaner technologies, and often, acceptance of higher costs in exchange for more sustainable operations. Asian consumers and regulators are increasingly demanding this accountability.
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The New Geography of Talent and Migration Patterns Asia is at the center of human migration, which is one of the defining forces of the 21st century.
Understanding migration patterns—both within Asia and between Asia and other regions—is crucial for businesses seeking to position themselves strategically for the future. These movements of people represent movements of talent, labor, consumers, and ultimately, economic opportunity.
Migration within Asia is massive and growing. Economic disparities within Asia, combined with improving connectivity and more permissive labor policies, are driving unprecedented movement of workers across Asian borders. Filipino workers in Middle Eastern nations, Bangladeshi workers in Malaysia, Indian professionals throughout Southeast Asia, and Chinese investors and entrepreneurs across the region represent just a fraction of these flows. These migrations create both opportunities and challenges for businesses.
Urbanization within Asian countries is another critical migration pattern. Hundreds of millions of people are moving from rural areas to cities in China, India, Indonesia, and other Asian nations. This urban migration is creating megacities of unprecedented scale and fundamentally reshaping consumer markets. These new urban residents have different needs, aspirations, and consumption patterns than their rural counterparts, creating enormous opportunities for businesses that can serve these evolving markets.
The Asian diaspora in Western countries remains significant but is increasingly complemented by reverse migration. Successful professionals and entrepreneurs who migrated to Western countries for education and career opportunities are returning to Asian countries, bringing capital, skills, and global networks. This "brain circulation" rather than "brain drain" is strengthening Asian innovation ecosystems and creating bridging opportunities for businesses that can leverage these globally experienced returnees.
Talent competition is intensifying across Asia. As Asian economies move up the value chain, demand for skilled workers in technology, finance, management, and specialized technical fields is soaring. Countries are competing to attract talent through immigration reforms, quality of life improvements, and career opportunities. Traditional Western hubs for global talent are being replaced by cities like Bangalore, Shanghai, and Seoul, as well as Singapore, Hong Kong, and increasingly others. These migration patterns present businesses with a number of strategic opportunities and challenges. First, accessing the best talent increasingly means operating in multiple Asian locations and creating career paths that allow movement across the region. Second, serving Asian diaspora communities and migrant populations worldwide presents significant market opportunities. Thirdly, businesses in Asia must contend with intense competition for scarce specialized talent while navigating immigration regulations that are both intricate and diverse. The COVID-19 pandemic has added new dimensions to these patterns. Some professionals are now able to live and work for multinational corporations via remote access, potentially reversing some previous migration patterns. In countries like Thailand and Indonesia, programs for remote workers and digital nomad visas are creating new forms of temporary migration. These trends may reshape how businesses think about talent location and office presence.
Migration patterns will be influenced by climate change more and more. Rising sea levels, water scarcity, and extreme weather events will drive displacement within Asia. These climate migrations represent business considerations regarding where to locate facilities, how to ensure supply chain resilience, and where future consumer markets may emerge as populations shift, in addition to posing humanitarian challenges. ---
Geopolitical Dangers and Strategic Considerations, While Asia offers numerous economic opportunities, businesses cannot ignore the region's intricate geopolitical landscape. Businesses must comprehend and manage risks brought about by tensions between the US and China, territorial disputes, divergent political systems, and strategic competition. Success in Asia requires not just economic strategy but sophisticated geopolitical awareness.
The greatest geopolitical challenge of our time is the relationship between the US and China. Businesses can find themselves caught between the world's two largest economies due to trade tensions, technology restrictions, financial decoupling concerns, and strategic competition. Companies must carefully consider how their operations, supply chains, and technology partnerships position them relative to this competition. In some cases, businesses may need to create separate operations or technology stacks for US and Chinese markets, accepting complexity and cost to manage geopolitical risk.
Regional tensions within Asia add additional layers of complexity. Territorial disputes in the South China Sea, India-China border tensions, Japan-China historical grievances, and North Korea's unpredictability create periodic crisis points that can disrupt business operations. While these tensions rarely escalate to direct conflict, they create regulatory risks, supply chain vulnerabilities, and market uncertainties that businesses must account for in their planning.
Different political systems across Asia mean businesses must navigate varying regulatory environments, corruption risks, and rule of law considerations. Singapore's transparent, efficient governance contrasts sharply with more opaque and unpredictable regulatory environments in some other Asian nations. It is essential to comprehend these distinctions and adapt compliance, government relations, and risk management strategies accordingly. Regulating technology and data is becoming a crucial geopolitical issue. Different approaches to data localization, privacy, censorship, and technology standards across Asian countries create compliance challenges and strategic choices for businesses. Businesses can't take a one-size-fits-all approach to data management and technology operations because of the cybersecurity and data laws in China, the data localization requirements in India, and the different approaches across Southeast Asia. For businesses, several strategic imperatives emerge. First, scenario planning must incorporate geopolitical possibilities ranging from continued integration to significant decoupling. Second, businesses need strong government relations capabilities in multiple Asian countries—relationships and understanding of local political dynamics are often as important as pure economic factors. Thirdly, in order to deal with extreme negative scenarios, businesses ought to think about political risk insurance and other instruments. Building optionality into operations is increasingly important. Rather than putting all operations in a single country or creating supply chains dependent on any single point of failure, businesses should create flexible operations that can adjust to changing geopolitical circumstances. This might mean redundant production capacity across multiple countries, technology architectures that can operate in different regulatory environments, or organizational structures that can separate operations if necessary.
Unless core values are at risk, businesses should avoid taking positions on sensitive political issues. Companies may be compelled to make political statements as a result of pressure from stakeholders, but these statements can have a lasting impact on operations in Asian markets, where governments and consumers may be offended. A thorough comprehension of how corporate political positions will be received in various Asian contexts is necessary for carefully calibrating them. ---
Leading Through Risk - Strategic Frameworks for Businesses
Success in Asia's new world order requires more than understanding risks—it demands strategic frameworks for turning complexity into competitive advantage. The businesses that thrive will be those that develop sophisticated capabilities for navigating uncertainty while maintaining the agility to capture emerging opportunities.
Building adaptive organizational structures is foundational. Traditional hierarchical organizations struggle in fast-moving Asian markets. Businesses need regional autonomy that allows quick decision-making while maintaining global coordination. Cross-functional teams that combine global expertise with local knowledge, organizational cultures that embrace experimentation and rapid iteration, and regional headquarters with significant authority are all examples of this. Developing deep local partnerships is essential. The most successful foreign businesses in Asia are those that have found strong local partners who bring market knowledge, regulatory navigation skills, and cultural understanding. These partnerships can take a number of different forms, including joint ventures, strategic alliances, investments in local startups, and connections with local distributors and suppliers. The key is genuine partnership based on mutual benefit rather than transactional relationships.
Investing in local talent and leadership development is a long-term strategic imperative. Companies that cultivate local leaders who comprehend both the company's global strategy and the realities of the local market are those that endure decades of success in Asia. This requires substantial investment in training, creating career paths that allow high-potential local employees to take on increasing responsibility, and being willing to put local leaders in charge of significant operations even when this requires overcoming biases toward expatriate leadership.
Creating region-specific strategies rather than implementing global strategies in Asian markets is crucial. Consumer preferences, competitive dynamics, regulatory environments, and business practices vary enormously across Asian markets. What works in Japan may fail in India. Chinese market strategies may not translate to Southeast Asia. Businesses must resist the temptation to view Asia as monolithic and instead develop nuanced strategies for specific markets and segments.
While essential in many Asian contexts, strengthening capabilities in government relations is frequently overlooked by Western businesses. Governments play more direct roles in economic development in many Asian countries than in Western markets. Understanding regulatory priorities, maintaining constructive relationships with relevant government agencies, and navigating permitting and approval processes often requires dedicated government relations expertise.
Investing in cultural intelligence and cross-cultural management capabilities is not just nice to have—it's fundamental to success. This goes beyond superficial cultural awareness to deep understanding of how business decisions are made, how relationships are built, what motivates employees and partners, and how to communicate effectively across cultures. Businesses should invest in language training, cultural immersion experiences for key employees, and advisors who can guide through cultural complexities.
Maximizing Opportunity - Growth Strategies for the Asian Century
Understanding risks is necessary but not sufficient—businesses must also have clear strategies for capturing the enormous opportunities that Asia presents. The region's growth, innovation, and rising middle class create opportunities across sectors if businesses approach them strategically.
Serving the expanding middle class in Asia is possibly the most significant consumer opportunity in human history. Asia's middle class is now home to hundreds of millions of people with middle-class incomes and habits of consumption. These consumers have different preferences, values, and purchasing behaviors than Western middle-class consumers, requiring products and services specifically designed for Asian markets rather than adapted from Western offerings. Understanding generational differences—from traditionally-minded older consumers to digitally-native younger consumers—is crucial for segmentation and targeting.
Innovation for Asia can become innovation for the world. Products and services made for the Asian market's price sensitivity, infrastructure issues, mobile-first customers, and high population density often work in other emerging markets or even in underserved parts of developed economies. Innovation paradigms with global applicability include resource-constrained environments, mobile-first design, and frugality. Fintech and financial services offer a lot of potential. Mobile financial technologies are quickly becoming popular among hundreds of millions of Asians who do not have access to traditional financial services. Digital payments, microfinance, insurance technology, and wealth management services designed for Asian middle-class consumers are growth areas. When compared to more regulated Western markets, the region's relatively permissive approach to fintech innovation permits experimentation and rapid scaling. Healthcare and pharmaceuticals face massive demand growth as Asian populations age and become wealthier. Demand for pharmaceuticals, medical devices, and healthcare services is being driven by a rise in health consciousness, an increase in the incidence of lifestyle diseases, and improved health insurance coverage. Companies that can provide quality healthcare solutions at appropriate price points for Asian markets face enormous growth opportunities.
Education and skill development represent another major opportunity. Demand for educational services, including K-12 education, higher education, and professional training and development, stems from Asian families' emphasis on education and rapid economic change that necessitates continuous skill development. Particularly well-positioned are EdTech solutions that provide high-quality education in a cost-effective and efficient manner. Infrastructure and urban development will require trillions of dollars of investment as Asian cities grow and improve. Sustainable infrastructure, transportation systems, environmental solutions, and smart city technologies are all required on a massive scale. Companies with expertise in these areas have opportunities to participate in Asia's infrastructure development if they can adapt their solutions to Asian contexts and price points.
The entertainment and consumer technology sectors are experiencing rapid expansion. Asia's young, digitally-savvy populations are driving demand for gaming, streaming entertainment, social media, and emerging technologies like VR and AR. Understanding Asian consumer preferences in these areas—which often differ significantly from Western preferences—and creating or localizing content appropriately creates opportunities for growth.
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Sustainability and Corporate Responsibility in Asian Markets
Sustainability is no longer optional for businesses operating in Asia—it's becoming a competitive necessity and source of opportunity. While Asian countries have historically prioritized economic growth over environmental concerns, this is rapidly changing as air and water pollution become unbearable, climate change impacts become more severe, and younger Asian consumers demand more sustainable products and practices.
Environmental regulations are tightening across Asia. China's environmental cleanup efforts, India's push for renewable energy, and Southeast Asian nations' plastic reduction initiatives are creating new compliance requirements and costs for businesses. Companies must invest in cleaner technologies, more efficient operations, and sustainable supply chains not just for reputational reasons but to meet increasingly stringent regulatory requirements.
Asian consumers are becoming more environmentally conscious. While the majority of Asian consumers still place a high value on price, a growing number, particularly younger, urban, and wealthier consumers, are willing to pay more for sustainable goods. Brands that can credibly demonstrate environmental responsibility while remaining affordable are well-positioned to capture this growing market segment.
Climate change impacts are already affecting Asian operations. Rising temperatures, changing rainfall patterns, extreme weather events, and rising sea levels are disrupting supply chains, affecting agricultural production, and threatening coastal facilities across Asia. Businesses must incorporate climate resilience into their Asian operations, considering where to locate facilities, how to ensure supply chain continuity, and how to adapt products and services to changing climate realities.
Social responsibility takes on particular dimensions in Asian contexts. Local stakeholders and global consumers scrutinize supply chain labor practices, community relations in business locations, and commitments to local economic development. Businesses must ensure their Asian operations meet both international standards and local expectations around social responsibility, which sometimes involves balancing different stakeholder demands.
Opportunities exist for businesses that lead on sustainability. In Asian markets, clean technology, renewable energy, electric vehicles, sustainable agriculture, and solutions based on the circular economy all have enormous potential. Subsidies, favorable regulations, and preferential procurement practices are increasingly being used by governments to support these industries. Businesses that are truly capable of sustainability can turn environmental challenges into business opportunities. Authenticity and transparency are essential. Asian consumers and stakeholders are increasingly sophisticated in identifying "greenwashing" and superficial sustainability claims. Businesses must be prepared to demonstrate genuine environmental and social impact with concrete data and third-party verification. This requires investment in sustainability reporting systems, environmental management systems, and authentic communication about both progress and remaining challenges.
Partnerships with local NGOs, government agencies, and community organizations can help businesses navigate local sustainability expectations and build credibility. These partnerships provide valuable feedback on sustainability priorities from local perspectives, help businesses understand cultural contexts around environmental and social issues, and create stakeholders who can speak authentically about a company's sustainability commitments and impacts.
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The Conclusion:
Taking the Asian Century into Account We stand at a pivotal moment in global economic history.
The rise of Asia is not a future possibility—it's a present reality that is fundamentally reshaping how businesses must operate globally. The companies that thrive in the coming decades will be those that embrace this reality, understand its implications, and strategically position themselves for an increasingly Asia-centric world.
It's almost impossible to comprehend the scope of the opportunity. We're not just talking about expanding into new markets or making supply chains work better. New technological paradigms, consumption patterns, innovation centers, economic organization models, and centers of innovation are all emerging from or centered in Asia. Businesses haven't had to deal with this kind of strategic challenge or commercial opportunity in a generation. Success requires fundamental rethinking of business strategy, not incremental adjustment. Asia cannot be treated as a region to be served from global headquarters elsewhere with slightly adapted products and occasional executive visits. It requires substantial local presence, deep partnerships, dedicated strategies, and willingness to learn from Asian markets rather than simply teaching them Western business practices. Businesses that become truly international, rather than Western corporations operating globally, and that integrate Asian and Western perspectives, capabilities, and leadership, will succeed. The path forward will not be easy. Geopolitical tensions, cultural complexity, regulatory variation, and rapid change all create challenges that require sophisticated management. However, these difficulties also erect barriers to entry that, when overcome, have the potential to provide a competitive advantage. Businesses that develop the capabilities to navigate Asian complexity will find competitors struggle to follow.
The human dimension matters most. All the analysis of supply chains, consumer markets, and geopolitical risks ultimately comes down to people—the employees who execute strategy, the partners who enable local success, the customers who buy products and services, and the leaders who navigate complexity while maintaining clear vision. Investing in people, building genuine relationships, and developing cross-cultural understanding may be less quantifiable than financial projections, but they're ultimately more determinative of success.
The timing is urgent. While opportunities in Asia will continue for decades, first-mover advantages, relationship building, and learning curve effects mean that businesses that move decisively now will be better positioned than those that delay. The companies establishing strong Asian positions today are building capabilities and relationships that will compound over time, while companies that delay may find themselves permanently behind competitors who moved earlier.
The rise of Asia should not be viewed as a threat but rather as an opportunity. It represents the return of historically important civilizations and cultures to global prominence, the uplift of billions of people from poverty to prosperity, and the creation of a more genuinely global economy that incorporates diverse perspectives and approaches. For businesses willing to engage thoughtfully and authentically, Asia's rise creates opportunities for growth, learning, and creating value that will define successful companies for generations to come.
The future is not just influenced by Asia—in fundamental ways, the future is Asian. The question for every business leader is not whether to engage with this reality, but how quickly and effectively they can position their organizations for success in this new world order. Those who answer this question decisively and act boldly will find themselves not just surviving but leading in the Asian century. The time to act is now.
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About This Analysis
Insights from Parag Khanna's extensive research on Asian geopolitics, global connectivity, and civilization's future are compiled in this blog post. As CEO of AlphaGeo and author of influential books including *The Future is Asian*, *Connectography*, and *MOVE*, Khanna brings unique perspective combining geopolitical analysis with practical business strategy. His framework helps business leaders understand not just where Asia is going, but how to position their organizations for success in an increasingly Asia-centric world.
For businesses seeking to deepen their understanding of these dynamics and develop concrete strategies for Asian markets, engaging with local expertise, building partnerships, and investing in sustained presence rather than transactional approaches will be key to long-term success.
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