“We are becoming increasingly aware that solutions to our global challenges must purposefully engage youth, at all levels – locally, regionally, nationally and globally. This generation has the passion, dynamism and entrepreneurial spirit to shape the future.”
Professor Klaus Schwab World Economic Forum Founder and Executive Chairman
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The Global Shapers Community is a network of Hubs developed and led by young people who are exceptional in their potential, their achievement and their drive to make a contribution to their communities.
Shapers are highly motivated individuals who have a great potential for future leadership roles in society. They are selected on the basis of their achievements, leadership potential, and commitment to make a difference. Through the Global Shapers Community, Shapers are provided with opportunities to connect with the worldwide network of Global Shapers, to network with other World Economic Forum communities, and to represent the voice of youth at World Economic Forum events. Shapers are united by a common desire to channel the members’ tremendous energy and enthusiasm into building a more peaceful and inclusive world.
The Global Shapers Community is one of several multi-stakeholder communities at the World Economic Forum. Other communities include the Young Global Leaders, the Global Agenda Councils, and the Schwab Foundation for Social Entrepreneurs.
To learn more about the Global Shapers Community and to apply or nominate a Shaper, please go to Globalshapers.org
The founding partners of the Global Shapers Community provide intellectual, promotional and financial support based on their belief in the power of youth to shape a more positive future for the world. Working closely with the World Economic Forum, they help guide the programme to generate fresh insights, bridge generational divides and ensure tangible positive impact.
Since China embraced market-based economic reforms in 1978, outsiders have watched with curiosity, if not admiration, as the country emerged as the largest economy in the world. China’s economic growth since the 1990s has been nothing short of remarkable, and it is now a leading global economic powerhouse. For some, including some in China’s government, the price for achieving this goal has been very high; the environmental cost in particular has been very steep.
Ecosystems and biodiversity have been particularly affected, with up to 20% of higher plants considered ...
Most advanced economies are moving away from a manufacturing-focused economy into one that looks at innovation as a way to boost growth. Entire countries and development banks are trying to replicate the economic model based on the innovation that made Silicon Valley what it is today. Locally focused programmes like Startup Chile, Startup Mexico and Startup Malaysia are trying to transform their countries – and hence the outside perception of their regions – through innovation. Each one is trying to show they are the best at fostering innovation.
Young people are increasingly demanding when it comes to choosing an employer or making a purchasing decision, according to a survey by the World Economic Forum’s Global Shapers Community.
More than 75% of the 1,000+ respondents said they supported buying from local manufacturers rather than buying imported goods and services; and 67.3% of them said that this was good for the local economy and job creation.
When looking for a job, more than 65% of respondents rated the opportunity to make a difference in society as the top attribute.
The Fourth Industrial Revolution will leverage technology to bring about a more inclusive world. What’s unique about this industrial revolution is the focus on progress for the sake of social good. This focus is evident in the rise of social enterprises, the ratification of the Sustainable Development Goals, and unique partnerships that shift systems through “conscious movements”. Millennials are at the forefront of this new industrial revolution.
Millennials are concerned about the state of the world. In the 2015 Global Shapers Annual Survey, over half the millennials surveyed ...
What assumptions am I making, that I’m not aware I am making, that give me what I see?
This powerful question, taken from Benjamin Zander’s book, The Art of Possibility, has been stuck in my mind for a while. Traditional management thinking is based around three fundamental assumptions.
First, that organisations need a top-down approach to strategy and objective setting; second, that the role of management and human resources is to measure/control what is being done to achieve objectives and to provide the corresponding incentives for performance or ...