How entrepreneurship can spur growth in a stagnant global economy

At first glance, the global economic outlook might seem discouraging. The World Bank projects a modest 2.7% growth rate for 2025–2026. This suggests that the world economy is merely “moving forward,” not accelerating.

Beneath this overall stagnation, however, there is a more nuanced reality: economies like India and Bangladesh are expanding at impressive rates. Such “pockets of progress” have a crucial message: growth is still very much possible. How can we capitalize on growth potential to create even more growth and become future-ready in an uncertain world? For me, the answer lies in entrepreneurship.

The rules of the game have changed. In the past, a clear path existed for companies that followed best practices and optimized for efficiency. Today, we are navigating a multipolar world filled with new fault lines, geopolitical tensions, fractured supply chains, and shifting alliances that blur the boundaries of predictability.

In such a world, there is no longer one “right” model. Traditional businesses may continue to perform, but the margin for error is shrinking. This is because uncertainty is now a permanent feature. Business as usual is no more, so how do we navigate this new landscape? Certainly not by creating “operational excellence” like in the past. Research suggests that in such a landscape businesses need bold risk-taking and creativity. To me, entrepreneurs are best positioned to respond to this.

One of the most promising models we’re seeing today is the emergence of businesses that don’t just aim to generate income but also drive positive impact. Businesses that design solutions that simultaneously address commercial and societal challenges. Businesses following the “impact to income” model. Take, for example, a hypothetical agri-tech platform that uses AI to help smallholder farmers increase yields while reducing resource use. Or circular economy startups turning waste into raw material for new products. These are not just passion projects but businesses one and all. They create measurable value and tackle real-world problems.

This model balances profit with purpose, aligning with the principles of stakeholder capitalism. According to Harvard Business Review, large enterprises that adopt this mindset can see long-term gains: in customer trust, investor confidence, and employee engagement. Entrepreneurs who lead with purpose would find themselves building more resilient, adaptable, and scalable businesses.

Inflation, resource constraints and intensifying climate events are some of the daunting risks businesses face. However, opportunities remain. In many developing regions, where traditional infrastructure may be lacking, demand for innovation is even stronger. Clean energy startups in Southeast Asia, fintech platforms in Africa, and digital health solutions in Latin America are gaining momentum because they are solving local challenges in a global context. These opportunities will not be seized by the most established but by the most adaptive. Those who look beyond short-term volatility and commit to long-term value creation are those who attract purpose-aligned capital, retain mission-driven talent, and build future-ready organizations.

While we often associate entrepreneurship with founders and startups, it can be more commonplace and applicable. Research suggests that a spirit of agility, ownership and curiosity should be cultivated in every sector and organization to create growth and resilience. Forward-thinking governments are taking it a step further, recognizing entrepreneurship as a national strategy for inclusive growth.

In India “Startup India” is building a strong policy framework for innovation, offering regulatory support, funding access, and global market integration. Bangladesh, too, has made impressive strides by empowering its SME sector and supporting women-led enterprises in urban and rural areas. The lesson here is that entrepreneurship flourishes not in isolation, but in ecosystems, backed up by public sector support. Support that includes:

Being entrepreneurial today doesn’t mean having a title; it is all about the mindset. Some of the most transformative innovations come from “internal entrepreneurs” in large corporations, who are empowered to experiment, challenge norms, and build new solutions (a fitting example that comes to mind is Google’s 20% rule).

This is especially critical for industries facing disruption, from mobility and energy to healthcare and education. As we prepare for a new economy shaped by climate adaption and new technology, agility must be built into the culture, not just the structure.

In this era defined by complexity and uncertainty, an entrepreneurial spirit is very much needed. Entrepreneurs will be the architects of new growth paths. They challenge assumptions, navigate ambiguity and act with urgency. This is why I remain optimistic. The challenges are not small, but with that, the opportunities are also massive. Those who embrace this moment, the ones who balance income with impact, resilience with reinvention, will not just survive. They will lead.

Entrepreneurship can help us become future-ready – to create the future we want.