{"id":19731,"date":"2026-01-08T15:04:59","date_gmt":"2026-01-08T14:04:59","guid":{"rendered":"https:\/\/www.weconomy.it\/le-monde-des-affaires-diplomatique-is-diplomacy-the-only-path-forward\/"},"modified":"2026-02-03T14:48:04","modified_gmt":"2026-02-03T13:48:04","slug":"le-monde-des-affaires-diplomatique-is-diplomacy-the-only-path-forward","status":"publish","type":"post","link":"https:\/\/www.weconomy.it\/en\/le-monde-des-affaires-diplomatique-is-diplomacy-the-only-path-forward\/","title":{"rendered":"Le Monde (des Affaires) Diplomatique: Is Diplomacy the Only Path Forward?"},"content":{"rendered":"\n

Can the business world learn anything from Le Monde diplomatique? In terms of concept and spirit, absolutely. Corporate organizations evolve and adapt to their environment. Today, the world \u2013 society, democracy, and our shared humanity \u2013 is in a state of sustained crisis and constant emergency. The word crisis is everywhere. The future seems to recede beyond the horizon, lost in a fog of fear, anxiety, and uncertainty that can feel almost apocalyptic. What we need now is something different \u2013 including inside companies. In this era of overlapping risks, businesses are being forced to confront new challenges. More pragmatically, they must change their skin: open up to the world, and do so with a more diplomatic posture. <\/strong><\/p>\n\n

The Belligerent Enterprise<\/h2>\n\n

\u201cWhile There’s War There’s Hope\u201d (the title of an old Alberto Sordi film) still lands. If you can\u2019t sell entry-level cars to new drivers anymore, you can always sell vehicles to would-be warriors. It doesn\u2019t take much: a light rinse of propaganda, a steady drip of inevitability until people accept it as fate.A sizeable part of the world hasn\u2019t resigned itself to decline; it is demanding a robust, healthy war economy for everyone. And, perhaps surprisingly \u2013 at least to us \u2013 it\u2019s not \u201cthe other side\u201d of the world pushing hardest for it. It\u2019s the West: eager to pursue it, and to enforce its supposedly \u201csuperior\u201d model. War is being played at \u2013 and at least in the West, it is being played again \u2013 because sooner or later, as the moral philosopher Andrea Zhok has written, \u201ccapitalism needs war\u201d in order to survive. The free market must grow. And when it stalls, when the prospect of rising profits disappears, or when debt becomes excessive, conflict becomes the last resort. War provides the economic system with a mechanism of destruction, reconstruction, and social control. War is a major event that \u201crewinds the clock of economic history,\u201d eliminating the saturation of investment opportunities that threatens the very existence of capitalism itself. For businesses, it is already a matter of choosing which side of history to stand on.<\/strong> As a German, I know where businesses stood in the First and Second World Wars. It does not bode well. <\/p>\n\n

The Multipolar Enterprise<\/h2>\n\n

Making predictions has become difficult. What we are clearly witnessing is a unipolar vs multipolar confrontation, alongside endless and anachronistic clashes of civilizations \u2013 reminiscent of the great crusades of the past \u2013 that go well beyond the figure of Trump, who is merely a catalyst and an accelerator of the \u201cgeopolitical spirit of the age.\u201d This is the war of our time, not only a trade war. It falls to managers and companies to reach out \u2013 and to commit their efforts \u2013 to a multipolar economic world, which is not the same thing as a global economy or globalization. <\/strong>It implies the existence of multiple, significant, and balanced political and economic centers of influence, grounded in mutual respect. Above all, it requires companies and managers to immerse themselves in the cultures and management styles of \u201cother worlds\u201d in order to become multi-competent. This is the challenge of the future. It is no coincidence that the topic is so prominent: the recent book Deglobalizzazione (deglobalization) by Fabrizio Maronta \u2013 author, scientific adviser, and head of international relations at Limes \u2013 examines this new world, one that no longer has a single center. <\/p>\n\n

The Geopolitical Enterprise<\/h2>\n\n
\n

What is certain is that these global risks \u2013 often beyond the direct control of businesses \u2013 must nonetheless fall within the scope of every company\u2019s strategic thinking, including that of the smallest firms. Geopolitics, once a parlour game of high society, reserved for those who truly mattered, now concerns everyone. <\/strong>Geopolitical and geoeconomic skills have, for the past few years, been almost mandatory for every manager. That is where investment must go \u2013 including in training. <\/p>\n<\/div>\n\n

The Diplomatic Enterprise <\/h2>\n\n
\"\"<\/figure>\n\n

Do not panic. It is simply a tense era. Smooth the rough edges. Manage conflict. Study current affairs. Make America Great Again, Make China Great Again, Make Russia Great Again, Make Europe Great Again. Everyone wants to become bigger \u2013 at least once more. Perhaps for the last time. Sporadic tariffs and wars that are not only commercial. This is a \u201cmultipolar\u201d trend built on multipolar tension. No one wants to give ground. No one wants to step back or genuinely negotiate. That is how it is. When the big players fight, the small ones suffer. This holds true in families and in the business world, including small firms. Industrial policy, export controls, and customs tariffs have become tools of geopolitical pressure and can radically alter the conditions of local markets. Even the shopping basket has turned into a geopolitical barometer, with citizens avoiding products from countries they politically oppose. Trade trends overall, and consumer behavior in particular, show just how deeply interconnected geopolitical conflicts, broader economic conditions, and market dynamics have become. In this context, there is no choice. Having diplomatic management capabilities \u2013 the ability to act with prudence, balance, discretion, and tact \u2013 has become a must for both managers and enterprises. <\/strong>Above all, it is essential in order to engage (once again) with the rest of the world. We represent little more than 10 percent of the global population, yet we claim to be in the right while the other 90 percent are in the wrong. This worldview is not only counterproductive to peaceful social coexistence, but also to peaceful economic coexistence. A change of course is needed, along with a break from politicians and their servility toward entrenched power. <\/p>\n\n

The Ultra-Collaborative Enterprise<\/h2>\n\n
\n

There is no future for humanity if we remain locked in conflict. We need to reach agreements, to reconcile, to understand one another. Above all, we need to move beyond the norm \u2013 beyond business-as-usual collaboration. We are living in a historical and political moment in which rules often exist only on paper, in the abstract rhetoric of media discourse, not in real life, where power brokers make and unmake decisions, assert one thing and then do another. In such an era of nihilistic, self-destructive isolation, built on double and triple games, it is precisely here \u2013 where collaboration breaks down \u2013 that companies must impose it, at every level. It is a matter of imagination. Multi-collaboration. Geo-collaboration. New terms for a new future. And a warning: today, the enterprise must assume a political role, in the true sense of the word. Businesses must not trail behind politics. <\/strong> Currying favor with them and\/or forming short-term alliances or engaging in small-scale quid pro quos is not the point. What is required here is to think big again. To return, at least in ideal terms, to the heights of the economic miracle. Enterprises should act as a genuine alternative \u201ccountervailing power\u201d \u2013 akin to the old \u201cfourth estate\u201d of the media \u2013 with which other actors are compelled to engage. Not as an oppositional force, but as the hub of a new stance: one that takes a stand through new ideas and serves as a strategic point of reference for the future of the Italian system. <\/p>\n<\/div>\n\n

\"\"<\/figure>\n\n

The Systemic Enterprise<\/h2>\n\n

What should be done going forward? Humanity has always had to confront complex situations that, in most cases, cannot be reduced \u2013 as mechanistic, reductionist thinking would have it \u2013 to a single cause. Managing tangled conflicts and crises may, in the future, require above all a new way for us humans to think, communicate, and act, grounded in perspectives that recognise interconnected and interdependent factors. Systemic thinking, and systems theory more broadly, may be difficult to apply within enterprises, but they are indispensable. The shift to a systemic paradigm could act as a catalyst for numerous social innovations. <\/strong>Beyond its potential to address major challenges \u2013 such as human-machine interaction \u2013 it could also help reorganize the education system and promote systemic models of corporate management. However, because it entails a transformation of the human being itself \u2013 a new way of seeing things \u2013 its introduction and wider adoption within organizations may still be a long way off. <\/p>\n\n

<\/p>\n","protected":false},"excerpt":{"rendered":"

Geopolitics is moving into the heart of business: it is no longer a topic for specialists. With overlapping crises and the emergence of new blocs, companies must read markets, regulation, and consumption as political signals. When the big players clash, smaller ones pay the price. What\u2019s needed is a \u201cdiplomatic\u201d company \u2013 able to adapt, understand different cultures, and build collaboration. <\/p>\n","protected":false},"author":3,"featured_media":19620,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1509],"tags":[1510,1513],"authors":[1522],"class_list":["post-19731","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-xxl-expectations-percorsi-di-valore-in-un-mondo-frammentato","tag-design-and-innovation","tag-future-of-work","authors-thomas-bialas"],"acf":[],"yoast_head":"\nLe Monde (des Affaires) Diplomatique: Is Diplomacy the Only Path Forward? - Weconomy<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.weconomy.it\/en\/le-monde-des-affaires-diplomatique-is-diplomacy-the-only-path-forward\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Le Monde (des Affaires) Diplomatique: Is Diplomacy the Only Path Forward? - Weconomy\" \/>\n<meta property=\"og:description\" content=\"Geopolitics is moving into the heart of business: it is no longer a topic for specialists. 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