Tonight is the happiest night in the Jewish year, celebrating our journey from slavery in Egypt to freedom on the way to Israel. It has been the model for so many other peoples as they have sought their own path to liberty from the oppressor.

It has been a deeply disturbing year for Jews. There is a massive surge in anti-Semitism from both the Left and the Right. There have been violent incidents around the globe, most recently the attack on a synagogue in suburban Detroit which forced an emergency evacuation of school children, the torching of Jewish voluntary ambulances in London and an explosion at the Liège Synagogue in Belgium. Rather than dwell on the negative, I thought that readers would enjoy the story of a Jewish woman who endured tragedy and came out the other side to lead a life of importance.

Anne Skorecki Levy is the grandmother of my son-in-law, Marcel Garon. Known as Mamaw, Anne was born in Łódź, Poland three years before the outbreak of World War II. Her father, mother, sister, and she are the only family unit to survive intact through the ordeal of the Warsaw Ghetto. Alongside her younger sister, Lila (who recently passed away last year), she hid inside pieces of furniture inside the Ghetto that her father, a masterful carpenter created. Emerging from the shattered Europe in 1945, the family moved to New Orleans in 1947, where she ultimately married Stanley Levy.

She rose to public consciousness through her confrontation in 1989 with David Duke, grand wizard of the Ku Klux Klan and a recently elected state legislator, who was running for Governor of Louisiana. Levy had come to Baton Rouge at the invitation of the Simon Wiesenthal Center, which was opening an exhibition at the state Capitol. Duke was strolling through the exhibit, hands clasped behind his back. This struck Levy as reminiscent of the pose of Nazi officers. She went up and tapped Duke on the back, asking, “What are you doing here? Why are you looking at these posters? I thought you said it never happened.” Duke replied, “I never said it didn’t happen, just that it was exaggerated.”

The confrontation was seen by Capitol reporters, who then followed up with Duke. “I know there were terrible atrocities against the Jewish people, but it is fair to question certain aspects of the Holocaust,” said Duke. Levy decided to follow Duke around the state as he ran for Governor, confronting him about the Holocaust. She said, “I never wanted to be in the papers, and I never wanted to find myself a nuisance. But my children look at me differently because I did speak up.” Levy went on to be a driving force in educating public school students across Louisiana and the deep South about the Holocaust and became very involved in New Orleans' world renowned World War II Museum and was the linchpin of a warm and loving family.

As the holiday approaches, I am considering my own role in preserving freedom for Jews in the U.S., which has been a blessing for immigrant families such as my own, fleeing the horrors in Europe. My commitment is to build alliances with ethnic or religious groups that have similar values of family, hard work, community, and charity. My wife Claudia and I have organized dinners for Latinos and Jews in Chicago, Houston, Long Island and New York City so that leaders in both communities can stand up for each other in challenging moments. This year, we need to find new friends, educate and cultivate them, turn them into powerful advocates for the truth about Jews in America and the world.

Richard Edelman is CEO.

*I’ve included photos of Anne Frank, who was a teenager in Amsterdam at the outbreak of WWII. She and her family hid for two years before being betrayed to the Nazis. The first U.S. exhibit of items from the Anne Frank House opens May 1 at the Griffin Museum of Science and Industry in Chicago.

I have spent the last week in Mumbai, Delhi, and Agra, meeting with business leaders, government officials, journalists, and academics while soaking in the culture. It is a time of acute self-reflection, about geopolitics, Brand India, and solving energy shortages prompted by the conflict in Iran. Here are a few observations about the market:

  1. Friend to All: Indian tankers are some of the few allowed to move through the Straits of Hormuz, carrying essential oil and liquified natural gas (LNG) from the Middle East. India is also receiving energy from Russia. The relationship with the U.S. is strained by tariffs but remains essential. The EU has just concluded a 10-year negotiation that will allow food and wine to be sold in India, in return for access to India’s auto and textiles. India does not want to choose sides, preferring strategic autonomy in diplomatic relations. The Iran conflict is posing severe challenges, with the Government having to manage gas supply to households, restaurants and industries. The Government is considering new energy supply possibilities including South America and West Africa.
  2. India Inc: The Government seems to be replicating the model of South Korea, with large Indian companies leading the charge as industrial champions, including Tata, Mahindra, Reliance, and Adani delivering scale and efficiency. The Hindustan Unilever model of 40 percent local ownership of the company is a powerful asset in an increasingly nationalistic marketplace. Small business accounts for only one-third of GDP; entrepreneurs are a major growth opportunity for the country but startups could do with more access to credit and less paperwork. Executives agree that India can grow 8-10 percent per annum in the next decade.
  3. Deregulation: Since 1991, India has steadily moved from a controlled economy toward a modern, market-oriented economy driven by the private sector. The insurance market has been privatized for 25 years but the top two companies are state-owned. Delivery of services is steadily eliminating the middleman; Reliance and Allianz are launching an online direct to consumer insurance business which will mimic the low-cost Reliance cell phone service, with the goal of advancing the national target of delivering insurance for all by the 100th anniversary of India’s independence in 2047.
  4. Manufacturing Ambition: There have been important success stories such as automotive (Chennai as the new Detroit), steel (second largest producer in the world) and the production of a quarter of all iPhones globally. But the manufacturing sector will need to grow by 15 percent year on year to achieve the goal of 25 percent of total GDP in the next two decades. Target industries include pharmaceuticals, electronics, and food products. Labor costs remain low but capital costs are high, with limited Foreign Direct Investment and high cost of logistics given excessive inventory used as a hedge against delivery risk. The Government has concluded nine free trade deals with 38 nations in the past five years, mostly with countries having capital surplus, aiming to attract inward investment to India.
  5. Companies Are Focused on Domestic Market, Not Abroad: This was the most surprising finding of the week. The growth opportunities, whether in entertainment, retailing, healthcare or technology, are greatest at home. Companies are targeting a market of over 400 million Gen Z consumers and a population with a median age of 29, roughly a decade younger than in the U.S. or China. Hindustan Unilever has created a largely local supply chain (97 percent of raw materials are sourced in India) by helping to build cold storage and financing farmers.
  6. Correcting Bias in AI-Driven Narratives: I also believe we need to confront a critical challenge in the age of AI-driven search. LLMs are often shaped by a predominantly Western media lens, which means the narratives that surface in GEO results can carry inherent bias, especially when it comes to foreign companies and markets like India. While this is not a surprise, it does present an opportunity -- Asian champions have a powerful role to play in shaping a more balanced and representative global narrative. By strengthening earned coverage and ensuring diverse, credible voices are reflected in the information ecosystem, organizations across the region can help correct this imbalance and build trust at scale.
  7. Changed Media Marketplace: India has the largest YouTube audience in the world, with approximately 500 million active users as of late 2025. Brands are spending ten times as much on digital media as on television (sole exception being sports, especially Cricket Championships which are must-see TV). One marketer said, “Ten years ago it was all about branding; now it is performance, with spend concentrated on social media platforms like Instagram and Google, and e-commerce platforms like Flipkart and Amazon.” Industrial giants Reliance and Adani have substantial broadcast media holdings. This is enabling the rise of local brands, often connected to local influencers. One example is OZiva, a local supplement brand that exploded in popularity after a podcaster promoted the product on a recent segment. E-Commerce is about 7 percent of total commerce in India, projected to expand to 14 percent by 2030, with quick commerce accounting for about 10 percent of that by gross merchandise value (GMV).
  8. The Creator Shift: In India, I see the creator economy entering a far more mature phase, with audiences moving toward raw, relatable storytelling and deeply engaged communities over mass reach. In a market shaped by vernacular growth and peer-led influence, creators are no longer just amplifiers but cultural influencers. This means co-creating with creators -- bringing them in early, investing in long-term partnerships, and building ecosystems where content, community, and real-world engagement intersect. In India especially, where trust is often built through word-of-mouth and social validation, brands must move beyond transactional engagement and build sustained, purpose-driven relationships that turn storytelling into a trust-building engine.
  9. Remarkable Progress in Infrastructure: I could not believe the change along the waterfront in Mumbai, with the coastal road now enabling the traveler to zip between meetings at Taj Lands’ End to the bottom tip of the city in 20 minutes. Subways have opened in major cities; underground metro is expanding in Mumbai. Commuting to work will get easier soon. With new roads have come beautiful apartment towers and expansive office complexes.
  10. Spirituality: My most profound moment was a visit to the Elephanta Caves, a 20-minute boat ride from the Gateway of India. This 7th century Hindu shrine was dug into a rock face atop a mountain, constructed by monks with hammer and chisel. Dedicated to the god Shiva, it depicts life stages of marriage and death, betrayal and punishment, love and loyalty. I also took the opportunity to visit the popular ISKCON temple for a Sunday Hare Krishna service. Parents, grandparents and children sang together as the priest twirled candles and chanted the scripture, showing the best of religion and humanity.

I leave India convinced that the market is a massive opportunity for smart businesspeople willing to play the India for India game, with affordable products sold via e-commerce and creator marketing. The country could well become the new linchpin for the region, avoiding the geopolitics while enabling its private sector to play in a deregulated context. The market is moving beyond outsourcing and low cost to quality and sophistication with a human touch. To my team at Edelman India, let’s roll!

Richard Edelman is CEO.

 

Edelman is working with the Chicago Bears on their quest for a new stadium. I went yesterday to visit with club President and CEO Kevin Warren at Halas Hall, the team headquarters named for team founder George Halas.

The Bears are one of the few NFL teams still owned by the founding family. George McCaskey is a third-generation chairman of the team, with Conor McCaskey in the fourth generation waiting in the wings. Virginia Halas McCaskey, daughter of George Halas, passed away last year at 102 years old.

For a lifelong Bears fan, yesterday’s visit was complete sports fantasy. Here’s what I learned:

  1. Halas was a great athlete. Before his NFL career, he played for the New York Yankees baseball team. He held the NFL record for a fumble recovery and return for touchdown (98 yards) until 1972.
  2. Halas served as Bears coach from 1920 to 1930, then again from 1933 to 1968. He pioneered the T Formation offense in the 1930s. My father’s fraternity brother at Columbia, Sid Luckman, perfected the T Formation to such an extent that the Bears slaughtered the Washington Redskins in the 1940 NFL Championship game 73-0.
  3. He won six NFL championships, the last in 1963 against the New York Giants. I remember listening to that game on the radio in our living room, with quarterback Bill Wade scoring twice on one-yard sneaks.
  4. Coach Halas was the first to name an African American as co-captain of the team in 1966 (Willie McRae). He grouped roommates by position, not by color (example: Brian Piccolo and Gale Sayers, both running backs).
  5. The Bears have more players in the NFL Hall of Fame than any other team. Among the notables are Red Grange, Sid Luckman, Gale Sayers, Dick Butkus, Mike Ditka and Walter Payton.

Many of my favorite childhood memories are related to the Bears. My brother John and I would take turns playing Sayers and Butkus, trying to run over each other in my bedroom. I called Sid Luckman, the best Bears QB of all time, Uncle Sid. He told me that my father helped him with his homework in ZBT House at Columbia. Brian Piccolo came to speak at my Latin School Varsity Club dinner when he was halfback for the team, the year before he contracted a fatal disease.

The Bears deserve a stadium worthy of a world-class team. We are working hard to achieve that goal, one family business helping another. This quote from George Halas says it all. “Nothing is work unless you’d rather be doing something else.”

Richard Edelman is the CEO.

The WPP announcement this morning that places Burson into WPP Creative is a significant change in strategy that makes PR a support element for the larger creative agencies of Ogilvy, VML and AKQA. It is a further elaboration of a strategy initiated a decade ago by John Seifert, former CEO of Ogilvy, when he placed Ogilvy PR into a package of services instead of its previously independent status.

The WPP approach is one of three used by holding companies for PR units. The Publicis concept is multi-local, with MSL reporting to country managers, so that MSL is in fact a collective of local firms. The OMC concept is PR as a combination of brands in smaller markets under the OPR flag, with Golin, Weber and Fleishman as stand-alone in large markets. The WPP idea is PR as a key part of bespoke holding company teams such as WPP Open X which services Coca-Cola, while also servicing its own clients. These structures will orient PR firms within holding companies towards brand PR in support of advertising creative.

This leaves the reputation management and corporate segment of the business wide open for Edelman and advisory firms such as Brunswick and FGS. It also misses the opportunity in Earned First communications where an earned idea becomes the driving force in marketing, like Edelman’s Endless Runway for eBay which has exploded the high end second use clothing category. We are investing behind our Earned Flywheel, which will benefit both corporate and brand clients with a process that utilizes synthetic customer profiles to speed the creative process and deliver tangible sales or reputation results. This approach sets us apart from holding companies that continue to invest primarily in paid-first models.

We are not interested in playing second fiddle in an orchestra. We believe our role is to lead in the communications world, with trust as our guiding light. We operate at the speed of culture, partnering with creators as news makers not as channels for paid content delivery. We work with clients taking action like Women For Change, whose Unburied Casket campaign drew attention to South Africa’s femicide crisis.

We want our clients to operate as poly-nationals, with local identity, connectivity to community and commitment to local supply chain while reaching all stakeholders including employees, shareholders and communities, not just consumers. We work across brand and reputation for clients needing public affairs sensibility in evaluating marketing initiatives. The smart client will reevaluate marketing spend in the coming years to commit a higher portion of investment to earned media as the main driver of LLM search. If you want to join the revolution instead of watching industry consolidation, contact me.

Richard Edelman is the CEO.

We’re spotlighting our Edelman Culture Champions, individuals recognized by their peers for exceptional dedication, positivity, and contributions to fostering a supportive workplace environment. These champions play a pivotal role in cultivating a culture where every voice is heard and valued. This edition of Inside Edelman features profiles of these outstanding colleagues from our U.S. offices, showcasing their efforts to uphold Edelman’s values of Diversity, Equity, Inclusion, and Belonging (DEIB).

 

Tell us about your Edelman journey.

I still remember a LinkedIn message from Liz Barenholtz almost 7 years ago. Something like, “At Edelman, you might write a CEO speech, create an economic development plan for a city, launch an integrated marketing campaign for a startup.” A broader set of solutions than you typically see at an agency. And her message has proven true. My strategy team has led over 100 projects over the years – across non-profits, tech, food and beverage, financial services. And in my mind, I have a trophy case of campaigns and narratives.

 

You were nominated for Culture Champion by your colleagues – how do you foster a collaborative and respectful culture within your team?

Ask for help. I read a study that “asking for help” rather than “offering to help” drives more collaboration. You’d think the opposite to be true. But people who have immense expertise are often happy, delighted even, to share their gift with others.

 

How does your personal background play a role in your professional life?

Even as a kid, I’ve always loved ads, brands, magazines, pop culture. As a parent, it’s motivating to point out to my 7 year-old son how we impact culture – my company worked on this Super Bowl spot, my office launched this new sports drink, my coworker produced this event.

 

When you think about the future of Edelman, what does it look like for you?

I feel like there is a sense of optimism, with new wins and momentum at Edelman. As for me personally, I don’t make career plans. If at every day, project, team, I’m having fun and learning something new, I’ll see where it takes me.

 

How do you stay engaged with colleagues who work on a different team or in a different part of the business? Why is it important to make these outside connections?

With the limited time I have on earth, I want to have a good time. I want to make friends, have inside jokes, help make someone’s day.

As for how to engage with colleagues, I think it takes a bit of boldness. I once read better conversations start from making a bold statement rather than asking a general question. Someone who leaves a movie theater and declares to the group, “That’s the worst movie I’ve ever seen, and I’ll fight anyone who disagrees!” is more likely to start a robust conversation than someone who benignly asks, “What’d everyone think of the movie?”

Takes a bit of putting oneself out there to make connections ;)

Tara Hagan is a Senior Vice President on the Social Strategy team based in New York.

 

The Edelman Family lost a true friend today. Reverend Jesse Jackson passed away this morning in Chicago, ending a fifty-year relationship with our family. He was omnipresent, giving the eulogy at my father’s funeral, presiding at my marriage to Claudia, coming to our new office in Chicago for the 70th anniversary of the founding of the company. Edelman was the PR advisor and marketing arm for Operation Rainbow PUSH for a generation, helping him to broaden his appeal to corporate America.

It all began with a visit by Rev. Jackson to my father’s office in the early 70s. Rev. Jackson was upset about Edelman’s representation of a company that was resisting his efforts to diversify its supply chain to include black-owned businesses. The meeting got quite heated, with Rev. Jackson suggesting that he might even encourage action against Edelman. By the end of the session, these two big personalities found a way forward and began a lifetime friendship. Whenever Operation Rainbow PUSH needed a publicity campaign, a new brochure or support for events, Edelman provided pro-bono services. My mother forged an independent relationship with Rev. Jackson on issues such as mental health in the African American community.

My father passed the torch to me in his final years so that I became a constant recipient of Rev. Jackson’s ideas and desires. There were frequent visits to his office. We disagreed on issues like the proper role of Government in capitalism, but we found an equilibrium, which was mostly him talking, me listening and gently giving guidance.

Here are my favorite memories of our fifteen years together.

  1. Lead from the Front – He volunteered for the hardest assignments, including a mission to Serbia to free an American pilot who had been captured in the Bosnian war. He marched with striking teachers and grape pickers to generate publicity for the cause.
  2. The Matchmaker – He came to the Cannes Festival of Creativity with a message; you are missing the opportunity of a diverse work force. He organized a sit-down on the lawn in Cannes for me and three other Edelman executives with a group of 20 African American marketers. This accelerated our push for diversity and inclusion.
  3. Not a Moment to Waste – His middle name was discipline. He preached it in his Sunday morning sermons from the pulpit. He lived it by exercising every morning and working on every flight while the rest of us were taking a nap. He believed in effort and excellence. There is always someone to help and a cause to be endorsed.
  4. The Performer – He was blessed with a magical ability as an orator. His speech at the 1988 Democratic Convention united a divided party, while providing a historical narrative of struggle. He lit up every room he entered. His eulogy of my father in 2013 at Temple Sinai in Chicago relied on the Old Testament, a reference to Moses taking his people to the Promised Land but leaving it to the next generation to carry on…looking straight at me.
  5. A Fair Share – He knew that the key to African American advancement was getting the black community into board rooms, bond offerings, and supply chains. He held an annual convening on Wall Street, featuring black bankers and money managers including John Rogers and Jim Reynolds who showed the way. He worked with major foreign companies with important investments in the U.S. such as Toyota to endow college scholarships for promising high school students.
  6. Political Force – His presidential campaigns in 1984 and 1988 helped pave the way for Barack Obama to become the first Black president of the United States. His office in Chicago was a mecca for ambitious politicians seeking his endorsement. He pushed the candidates on higher minimum wage; more support for unions and national healthcare.
  7. Family Man – Rev. Jackson was devoted to his family, which included the long-time employees of Operation Rainbow PUSH. His son Yusef, a successful businessman, will take responsibility for the NGO, which still has an important voice in the fight for equal opportunity. His son Jonathan has served as the U.S. representative for Illinois's 1st congressional district since 2023. And his oldest son Jesse still has a bright political future, having served two terms in the U.S. House of Representatives.

Two years ago, I went for a brainstorm on fundraising at Rev. Jackson’s office. His mind was active, his verbal skills were diminished, and he was confined to a wheelchair by the demon of Parkinson’s disease. He wanted events in Silicon Valley, in Los Angeles and New York City to inspire the next generation of change-makers. He accompanied me to the exit in his wheelchair, then insisted on a photo. He pushed himself up and stood on his own, his arm around me, a force of will triumphing over age and illness. This vignette captures the spirit of the indomitable Jesse Jackson. The world will miss him profoundly. I will miss him even more. I join my wife Claudia, brother John and sister Renée in sending our condolences to his family.

Richard Edelman is the CEO.

The announcement by Omnicom PR Group of the consolidation of Golin with Ketchum and FleishmanHillard with Porter Novelli is further confirmation of the fundamental reshaping of the PR industry. There will be five global, full-service firms: Edelman, Weber Shandwick, Burson, FleishmanHillard and Golin. Only five years ago, there were five others: Hill & Knowlton, MSL, Ogilvy, Porter Novelli and Ketchum.

What’s happened to the PR industry?

  1. Reaction to the Downturn of the Last Three Years — The recovery from COVID-19 was dramatic, led by spending in health and technology. The downturn has been a slow escape of air from the balloon. The holding companies insisted that their agencies maintain 25 percent to 30 percent margins while revenue dropped in some cases by 40 percent. The only way to achieve that was to close or combine international offices while reducing staff in core markets. Edelman, as a private company, maintained its global footprint and its breadth of services.
  2. The Growth of the Advisory Firms — Hill & Knowlton and Burson had the best financial and public affairs practices in the industry 20 years ago. Much of that high margin work has moved to Teneo, FGS Global and Brunswick. The only global firm that competes vigorously in both of those important segments is Edelman.
  3. The Combination with Ad Agency — Both Ogilvy and MSL have suffered from becoming line extensions of the agency. MSL lost its global network in the Publicis One structure, which gives priority to the geographic/regional entity in management. Edelman works with ad agencies as an equal, offering our own ideas for earned-first strategy, not as an add-on.
  4. Inability to Invest in Growth Areas — Influencer firms were acquired by the holding companies and given to the powerful media buying units instead of partnering with the PR operations. By contrast Edelman makes the most of its influencer business by combining Creator with earned media and digital.
  5. AI Investment — The orientation of the holding companies is the PESO model (Paid, Earned, Social) which allows custom content to be served up to the highest potential consumers targeted through data. We are putting our bets on the ESO model of Earned, Social and Owned media, which is winning the race for LLM search outcomes. PR should lead, not follow, in this game, particularly in a world of rising nationalism requiring the melding of brand and reputation skills.

I want to pay tribute to industry leaders from Ketchum, including Paul Alvarez, Mike Doyle, David Drobis, Rob Flaherty, and Barri Rafferty, plus the leaders of Porter Novelli, including Bob Druckenmiller and Bill Novelli. They did so much to build our industry. We intend to fight for PR in its broadest construct, believing that Trust Drives Growth and Action Earns Trust.

Richard Edelman is the CEO.

This week, I had dinner with the CEO of Axel Springer plus senior journalists from The Wall Street Journal, Semafor, Bloomberg, Fortune and TIME. I had lunch with the editor-in-chief of the Chicago Tribune. I spoke with the editor of Die Zeit Digital, a very important media outlet in Germany. And I absorbed the stunning announcement from The Washington Post which is terminating one third of its journalists, effectively wiping out its international, sports and weekend cultural coverage. Here are a few observations on the witching hour for media:

  1. Subscription Model is the Way To Go — Publications that relied on clicks from “buzzy stories” which could then be monetized in advertising have fallen on hard times. Editors are being asked to offer real value for readers in deeply reported stories that are truly breaking news or important feature coverage.
  2. Short form or Long Form — The Axios style of headline and four paragraphs, in newsletter style, is a breakthrough concept. So is the long form podcast, a deep exploration of a topic or long discussion with a guest whose personality shines through. The seven-hundred-word story seems an endangered species.
  3. The Bears Rule — The number one attraction for Chicago Tribune readers is stories about the Chicago Bears (YEAH….I am one of those people). The Bears are much more of a draw than the other teams in town. Especially when they have a good season!
  4. Offering MSM Platform to Creators — To broaden the appeal of basic news content, Die Zeit is giving creators of all ages and political bents access to its platform. It is the Bloomingdale’s strategy in retailing of 40 years ago, inviting Ralph Lauren and Donna Karan to have their own boutiques within the store.
  5. The Power of Events — Semafor has signed up 400 CEOs for its April conference in Washington, D.C. It will last five days. The media companies believe that in person convening and relationships forged by attendees make this an attractive proposition, competitive with the World Economic Forum or G100.
  6. Truth and Trust — Journalists believe that there will be a premium placed on accuracy and proper sourcing. They would rather be right than first on a story. They are recognizing that LLM search results are premised most importantly on stories from the most elite media.
  7. The Social Dilemma — Posting stories on social channels such as TikTok or X does relatively little to boost circulation or traffic to the mainstream media.

The PR industry has allowed its media relations skills to atrophy in favor of content creation for social media. The reality of LLM search and the importance of truth behoove each of us to develop strong relationships with reporters and their editors. What’s old is new again.

Richard Edelman is the CEO.

 

This was a World Economic Forum meeting dominated by government leaders while CEOs tried to make sense of a fundamental realignment of the world order. President Donald Trump delivered an America First speech that touted the free market strategy of his Administration while recalibrating American foreign policy including the launch of a Board of Peace. Canadian Prime Minister Mark Carney dropped the gloves in his address that contended the changes in U.S. policy are a “rupture” which give middle powers a choice between submission and aggressive alternative alliance building. President Emmanuel Macron of France posited that “we are shifting towards a world without rules, where imperial ambitions are resurfacing (citing Russia/Ukraine), towards a world without effective collective governance.” In real time, NATO leader Mark Rutte and President Trump agreed to a framework of an agreement over the future of Greenland. While this contention among governments provided a dramatic reinforcement of the central role played by the WEF, it left participants departing the mountain with a sense of vertigo and instability.

Here are ten findings from my week:

  1. AI - David Sacks, the U.S. Government top advisor on AI, said that the administration is considering legislation that would regulate both AI and social media on a federal level. He told journalists that AI is not a replacement for the writer because it can give you the mean but not the best creative outcome based on human insight. He noted that AI generated one half of U.S. GDP growth in 2025 with the massive investment in data centers and power. The U.S. has a global market share advantage over China, but the Chinese have 500,000 AI developers hard at work, writing on top of ever evolving semiconductors. Omar Abbosh, CEO of Pearson*, spoke about automation or augmentation, giving employees the opportunity for continuous upskilling instead of redundancy.
  2. AI Promise in Health - AI is being used to fight cancer through drug discovery acceleration, with open sourcing of AlphaFold involving three million MDs promising to take research, drug discovery and development from ten years to one year. AI also promises more equal health outcomes by spreading knowledge to all MDs treating cancer. The Manhattan Project model, multiple teams working in parallel, is being applied to cancer research.
  3. Critical Minerals - Demand is exceeding supply by 30 percent as electrification, digitalization and de-carbonization are simultaneously at work. We will see a tripling of data centers by 2035, we need 600 million kilometers of electric lines, while there is significant growth of EVs in Europe and China. China dominates high-performance materials, including magnets and lithium batteries. Mining remains slow and reputationally challenged, it can take 10–20 years to open a copper mine, but countries like Chile are working to modernize the sector. There are new markets coming on stream, notably Saudi Arabia, which has declared minerals to be its third pillar of growth after oil and petrochemicals.
  4. Improving Government Performance - The UAE is in the business of nation building, working with 45 countries in Africa and the former Soviet Union. The goals of the program are zero bureaucracy, creation of performance dashboards, and most of all leadership capabilities. The Dubai School of Government partnered with the Harvard Kennedy School 20 years ago to initiate the program. There is a World Government Summit next week in Dubai with awards for participants including Most Reformed Government and Best Minister of the Year, in partnership with PWC for objectivity. Citizens in the UAE grade the government on bureaucracy.
  5. U.S. Economy to Out-Perform - Howard Lutnick, U.S. Secretary of Commerce, confidently predicted that the U.S. GNP will grow 5 percent in 2026. He cited AI investment, inward foreign investment, and growth of exports as key factors. Jamie Dimon of JPMorgan Chase said that the U.S. will benefit from quantitative easing (lower interest rates) and fiscal stimulus early in 2026. Stephen Schwarzman of Blackstone cited deregulation as a key factor in putting the U.S. “on a tear.” Semiconductor production is being insourced, with investment from TSMC (Taiwan Semiconductor Manufacturing Company) and Samsung. Meanwhile, key European economies such as France and Germany are struggling to generate any growth, with Chinese car imports soaring and trans-Atlantic trade diminished by tariffs.
  6. Rise of Local Brands - Consumer preference is shifting decisively toward domestic brands. In Egypt, local detergent brands now outsell global competitors. China has produced 100 new cosmetics brands sold entirely via e-commerce. Multinationals face distrust and disinformation online. As one CPG executive put it: “we are not connecting differently with consumers. Creators are the key source of growth.”
  7. The Future of Europe - The EU must take more responsibility for its own security and recognize the necessity of deeper economic integration. Europe must also do a better job of keeping its capital on the continent instead of the outflow to the U.S., with a focus on AI, clean tech, manufacturing and defense. At present most investors focus on bonds or U.S. equities; Europe should have a capital markets union. There is too much regulation; one CEO of a mid-sized company said that he must comply with 35,000 rules. Europe will salvage the remnants of the trans-Atlantic relationship by focusing on areas of agreement, such as critical minerals, icebreaking in the Arctic and NATO. But George Osborne, former Chancellor of the Exchequer of the UK, warned, “The U.S. economy has pulled away from Europe in the past two decades. The market cap of OpenAI exceeds the total value of the top 10 UK publicly listed companies.” Europe will practice values-based realism, recognizing Greenland as a sign of a permanent rift with the U.S.
  8. Ukraine - I visited the Ukraine House for an hour. It was a shattering experience that gave me a sense of life in a war zone. A film is playing in the lobby which shakes the entire building. It shows Russian military action in the future against Brussels, Munich, and even Davos. Drones descend on vehicles. Bombers fly above, dropping their deadly payloads. The truth of the Ukraine conflict is seen in the dreadful death toll of one million Russians and 500,000 Ukrainians. President Volodymyr Zelenskyy spoke bluntly in Davos, “We should not accept that Europe is just a salad of small and middle powers; when united we are truly invincible…we are ready to be part of a Europe that truly matters, a Europe of real power.”
  9. India - India has moved closer to the U.S. over the past decade, imposing duties on Chinese goods and removing Chinese IT infrastructure, only to be shaken by U.S. tariffs in 2025. Now the Indians are in a confused state, moving to reestablish relations with China and Russia but hoping to be in a better place with the U.S. Indian IT companies are moving quickly on AI, especially on process change that delivers tangible benefit (health as example). Indian companies were everywhere in Davos, from The Mahindra Group to Tata, in sharp contrast to Chinese companies which were not so prominent. (a stark contrast to CES in Las Vegas where Chinese companies were omnipresent).
  10. President Trump - This was a declaration of distinction from other nations in the world. “The U.S. is the economic engine of the globe. Follow what we are doing. Europe is going the wrong way with imports, mass immigration, government spending, and the green sustainability scam.” He talked about lower taxes enabled by tariffs, using Switzerland as an example, with a $40 billion trade surplus with the U.S., now equalized through 30 percent tariffs. He spoke about lower energy costs through reduced regulation on natural gas exploration and a goal of $2 per gallon gasoline now possible with the action in Venezuela, in sharp contrast to the price of electricity in Germany that is 65 percent higher than in the U.S. He said Europe must agree to double the price of pharmaceuticals so that Americans pay the same as other nations. He noted several pro-consumer actions, including a 10 percent cap on credit card interest and a ban on private equity firms buying homes. He concluded, “The U.S. has a special culture, about to celebrate its 250th year. Europe shares that culture but needs to rediscover its spirit.”

The World Economic Forum was an invaluable meeting place for these global leaders, but there was also a diversity of views that was very healthy. It led me to examine my own situation, which is that I have become more insular since the October 7 attack in Israel and subsequent rise in antisemitism. My commitment is to be more open this year, meeting more people with views different from my own, to learn more about their concerns and to understand them. I will broaden my circle of acquaintances and my sources of information. I believe this is a moment for leaders more broadly to examine their own insularity and commit to becoming more open.

*Denotes an Edelman client

The English poet John Donne wrote in the 17th century the immortal line, “No man is an island entire of itself.” This memorable declaration of our need for one another is now replaced by insularity, a psychological state shaped by fears and crises. The 2026 Edelman Trust Barometer finds that seventy percent of our 33,938 respondents across 28 nations now are hesitant or unwilling to trust someone who has different values, information sources, approaches to societal problems, or backgrounds than them. This majority holds across income levels, gender, age groups, developing and developed markets.

We are choosing a closed ecosystem of trust that mandates a limited worldview, a narrowing of opinion, intellectual stasis, and cultural rigidity. Distrust is the default instinct; only one-third of respondents tell us that most people can be trusted. Insular respondents say they would have profoundly lower trust in institutions if led by anyone different from them (-28 pts or more, compared to people with open trust mindsets). We are withdrawing from dialogue and compromise. We opt for the safety of the familiar over the perceived risk of innovation. We prefer nationalism to global connection. We choose individual benefit over common advancement, the Me over the We.

How did we get here? In its quarter century, the Trust Barometer has captured an inexorable erosion of belief in institutions and their leaders. Trust is now local in My Employer, my CEO and my social circle. We find a 15-point trust gap between high and low earners worldwide, with the U.S. leading the pack with a 29-point mass-class divide. Concerns about downward economic mobility and job losses due to globalization have increased political polarization. Covid-19 bred doubt about government edicts and skepticism about science, provoking an existential battle for truth. Geopolitical tensions have led to nationalism, hostility to global agreements, and a reorientation of trade flows. Last year, the Edelman Trust Barometer documented a descent into grievance, with 6 in 10 of our respondents telling us that they feel business and government actions harmed them, served the interests of only some, and that the system unfairly favors the rich. Today, our mindset has pulled back from alarm and anger into the hard shell of insularity.

Now we are confronted by its consequences. The first is resistance to change. Our November flash poll, Trust and Artificial Intelligence at a Crossroads, found that by over a two-to-one margin, the U.S., UK and Germany reject the growing use of AI. Seventy percent in the U.S. believe that CEOs are not telling them the truth about job losses due to AI. Second, we see pervasive nationalism, with deep preference for domestic over multinational brands (31 points in Canada and 29 points in Germany). Third, societies are losing the capacity to act, with climate action stalled in favor of short-term economic interest and urgent local projects such as affordable housing blocked. Fourth, and most troubling, is a global loss of optimism. On average, only 15% of people in developed markets believe that the next generation will be better off, while the APAC powerhouses of Singapore, Thailand, India, and China all show double-digit declines in this optimism since last year.

There is a way to counter insularity, through a novel concept called Trust Brokering. A Trust Broker helps to create a path for progress and cooperation despite insularity by surfacing common interests and translating realities. The primary Trust Broker must be My Employer — proximate and reliable. While each institution is expected to broker trust, the employer is the only one seen as doing it well by a majority, at 58 percent. The office is now considered the safest space for discussion of difficult topics because there are rules for behavior. It is My Employer that translates macro challenges such as AI, globalization and affordability into practical applications. And crucially, you can see tangible change in your day-to-day life when leaders commit to new decisions.

Why should My Employer do this? Insularity is a bottom-line issue, undermining productivity, causing churn, and threatening the basic ability to lead. There must be frank discussions in the workplace led by the CEO or other leaders. Visible members of the community such as doctors or pastors should be trusted partners in furthering dialogue. Countering insularity will require companies to become poly-national as well as multi-national, giving subsidiaries more freedom of action.

John Donne was right to conclude his poem with an admonition: “Therefore send not to know for whom the bell tolls, it tolls for thee.” We are becoming inflexible, intolerant, and incoherent in our cocoons. The risks to society from manic swings in popular sentiment and rejection of innovation are real. Self-righteous certainty must give way to belief in the future, guided by My Employer as the leading trust broker.

Richard Edelman is CEO.

 

A version of this essay originally appeared on TIME.

 

Subscribe to Posts