Why academia and business are stronger together in a rapidly changing world

When it comes to one of the defining challenges of our time – transitioning economies so that societies can thrive on a finite, fragile, and resource-constrained planet – universities and businesses each hold an essential part of the solution.

Universities bring research depth, talent pipelines, frontier and long-term thinking and the independence required to generate trusted data and evidence. Business brings capital, entrepreneurial drive and the capacity to scale.

In some economies – Singapore and China among them – long-term collaboration between universities, business and government are producing tangible results, aided by regulatory and financial frameworks that afford greater strategic flexibility than those governing most Western firms.

Elsewhere, the interface is falling well short of its potential.

Both sectors face distinct internal pressures. Universities are struggling for funding, legitimacy and freedom of inquiry in an increasingly polarized political environment, where expertise is contested and climate science itself comes under attack.

Businesses, particularly listed firms, have limited scope to pursue anything that does not deliver short-term financial returns for shareholders.

Compounding this, corporate sustainability goals have retracted since their 2021 peak and an increasing number of companies are focusing on near-term commercial priorities rather than preparing for the transitions ahead.

Beyond these internal pressures lie structural challenges at the interface between academia and business. Funding is a perennial issue but misaligned timeframes are often a major fault line.

Businesses need agility and rapid insights, while universities are built for depth and long-term inquiry.

Career incentives exacerbate this: engaging with industry rarely accelerates academic progression. Meanwhile, businesses struggle to translate the lifeblood of academic careers – peer-reviewed papers – into deployable solutions.

A second fault line is the tension between discovery-led and challenge-led research.

The current AI boom is exacerbating this issue as the largest technology companies are collectively spending vast amounts building proprietary research capacity and pulling top early-career academic talent into commercial systems.

Recent research finds this is causing a measurable decline in scientific innovation and research impact, pushing discovery-driven science into the background in favour of commercial priorities.

Effective industrial transition strategies depend not only on the rapid deployment of innovative solutions but also on a healthy pipeline of curiosity-driven science, unconstrained by the limitations of what today’s market values.

They also require the development of a deep understanding of how economies and societies can deploy and steward technology wisely, as well as a trusted and shared knowledge base to underpin collective action.

It is in the interests of both businesses and universities to invest in and protect space for both i.e. the discovery-led work that generates tomorrow's breakthroughs and the challenge-led collaboration that turns today's frontier research into deployed solutions.

At the recent Annual Meetings of the Global Future Councils and Cybersecurity in Dubai, members of the five Global Future Councils – on Natural Capital, Human Science of Environment Action, Climate and Nature Governance, Regenerative Blue Economy
and Innovative Finance for Nature – identified practical routes through these tensions.

Universities educate the talent pipelines on which economies depend. Economic and societal needs are shifting so rapidly that universities and businesses will need to define and build future-relevant capabilities together.

Universities can also do much more to build the strategic decision-making capabilities of today's leaders.

This involves bringing long-term, multidisciplinary insight to challenge the assumptions on which today’s decisions rest, highlight critical blind spots and open up solutions and ways of thinking that strengthen resilience and surface the value that disrupted markets and societies urgently need.

The goal is to bridge effectively between two worlds that operate on fundamentally different timescales and funding models, each bringing distinctive value precisely because of how they work. That requires structural investment in the people and partnerships that make bridging possible.

People who move credibly between the two worlds – through secondments, internships and dedicated roles (such as advisory and collaborative), within both universities and firms – are the connective tissue for effective collaboration and cognitive spillovers.

They ensure researchers are exposed to live commercial dilemmas before their research design is fixed and that commercial partners develop a genuine understanding of what universities can deliver.

Partnership design needs to reflect the difference in cycles, too: agree on shared long-term goals but intentionally build in early, visible outputs that demonstrate relevance and maintain momentum while longer-term work matures.

Translating academic insight into language that resonates in business is a practical enabler of collaboration.

For example, discussing nature in the same way we discuss financial risks can make the importance of biodiversity clearer to investors. If nature loss is seen as a major system-wide risk – something that could seriously damage economies – it becomes easier for decision-makers to justify investing in its protection, much like they would support something considered “too big to fail.”

Research and invention only deliver impact if it reaches decision-makers in a form they can act on. Three routes were highlighted:

Taken together, these priorities point toward something more consequential than improved collaboration.

In a period of disruption and uneven political leadership, universities and business have the capacity to build the evidence base, trust and shared frameworks – the law and the lore on which the economies and industries of the future will depend.

That is co-leadership in conceiving and shaping what comes next and it requires both sides to treat the partnership as a strategic commitment.

The cost of not doing so is already evident in the gap between the scale of the challenges societies face and the pace at which solutions reach the people and systems that need them.

At a moment when both planetary limits and political uncertainty are tightening constraints, a renewed, strategic partnership between universities and business offers a powerful lever for society to turn knowledge into collective progress.

Lindsay Hooper is a member of the World Economic Forum’s Global Future Council on Natural Capital, 2025-26. For more information, please visit the website or contact council manager Shivin Kohli.

Prof. Jan Mertens is a member of the World Economic Forum's Global Future Council on Human Science of Environment Action, 2025-26. For more information, please visit the website or contact council manager Gill Einhorn.