Intuition of Sustainability Governance

At today's critical turn, net-zero and climate transition must be managed, engaged and stewarded with strategic imperative, addressable to potential disruptive scenarios, notably by taking account of broader socio-economic implications in both short and long runs. Joint mitigation and adaptation are key, essentially on the shared governance highground, substantiated by risk-informed forward-looking narrative, but also corresponding strategic measures that make sense of change dynamics cutting across regional and global divide. But prudent and meaningful decision of transitional-risk management requires multiple sense-making lens, such as from perspective of the economy and the society, but also technologies, environmental systems and even geopolitics that altogether establish a holistic governance structure, that stipulates and coheres a collective change-management view on the whole-of-ecosystem foundation. In achievement of an orderly transition, the society and the economy at large shall, however, also require collective action that advances choice and choice-making process on the shared premise of greater sustainability and reciprocal resilience, particularly substantiated by a global standard that brings together a common ground with transparency and credibility, but also a levelized ground in market, policy and regulatory terms all across the globe. Such is how and why net-zero transition matters beyond a means that serves only one's specific end, but rather as a cause-driven strategy and governance mechanism that mutually reinforces a joint forward-looking pathway, thereby making sense of the global sustainable-ecosystem transition at the crossroads, indeed with all in the same narrative.

Sustainability Transformation of the European Green Deal: Perspective of Str...

Climate transition as national and regional development pivot has never won greater shared priorities in the society and the economy than at today’s crisis crossroads as demonstrated by leadership of the European Green Deal. Substantive lynchpin led by consequential reduction of the Greenhouse Gas Emission (GHG) in this sense is not just a technical requirement that meets collective ambition, forged by multilateral agreement on the premise of exacerbating global environmental concern. Structural reform on the whole-of-economy basis that seeks to lead climate-neutrality narrative also signifies leadership commitment with jurisprudence on the premise of policy and regulation (gravity of European Climate Law), together with orchestrated governance platform with substantial budget earmarked to the European Green Deal (30% of EU 2021-27 budget). But cross-sectoral and cross-regional impact is also indispensable, as witnessed by the introduction of ecosystem policy, notably in advancing structural growth of the demand and supply dynamics to the new efficiency frontiers (incentive to the integrated charging infrastructure as renewable share rises in the energy mix). Success of development transformation therefore depends on governance pivot that harnesses market, policy and regulatory decision toward achievable sustainable end.

Pivoting Data Strategy for Development and Finance in ASEAN

Gravity of regional partnership emerges as substantive policy and diplomacy tools as the international community seeks to overcome today’s complex crisis situation with greater shared purpose across the society and the economy. Call for collective action has never resonated stronger from perspective of policy and governance highground. But no cause-driven, forward-looking outcome can be achieved without development as strategic lynchpin across the economy and the society especially in view of broad-based whole-of-ecosystem impact addressable in joint partnership dialogs at causes and causalities of the required transition. Indeed, leadership precedent from ASEAN only substantiates this observation in dialog of poverty action and financial inclusion, with implications of informed policy decision and structural impact at COVID-19 crisis but also sustainable outlook and data-driven transformation at large. Rational choice on the premise of sustainability partnership is an imperative but such also argues for the case of purpose-driven data strategy, representative to the collective ambition in shared forward-looking outlook of the global community while leaving no one behind.

Establishing One Global ESG Standard

Establishing One Global ESG Standard Governance of a Globally Representative Standard toward Net-Zero Achievement at today's Sustainability Crossroads • International Sustainability Standards Board (ISSB) has been established in recognition of the international community at UK COP26 in order to inform climate-related risks and opportunities, notably in guidance of forward-looking market and policy decision at today's sustainability and net-zero crossroads; • Leadership highground of the proposal inherently focuses on prospect of long-term sustainability outlook, substantiated by forward-looking choices at the ongoing transition on the shared premise of governance processes with corresponding reform strategy, risk management and impact measurement; • Climate change and consequential impact to the economy and the society are viewed in this sense as a common challenge to the global sustainable future, especially in the sense of physical (climate-change impact to relevant assets across value chains) and transition (pathways to low-carbon economy) risks, accrued across the financial and economic system on a global level; • Net-zero and carbon offsetting strategy is therefore the key primary focus, essentially in close alignment with global perspective of climate mitigation and adaptation, that makes sense of smart business and financial choices along the transitional pathways, especially by harnessing ambitious but realistic climate action across potential scenarios, substantive to the global net-zero ambition (refer to Section Climate Resilience in IFRS S2's Exposure Draft); • Smart, competitive and forward-looking decision, after all, comes together only once relevant shareholders, stakeholders and partners are all committed to outstanding cause and causality of climate-related opportunities and risks, in greater ecosystem-governance reform narrative substantive to the global society and economy in mutual transformation while leaving no one behind.

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Why does integration of adaptation into national budgets matter?

Jenty Kirsch-Wood, UNDP Viet Nam Presentation, Recording · Tools for adaptation decision making should help promote sound risk management (within buffers/margins) not perfectly predict the future · One size does not fit all. Farmer level tools are generally not helpful to national level planners and vice versa · Need to be specific: what aspect of climate change are you trying to reflect at what scale · Need to realistic in expectations: Avoid over-confidence in data. Try to create tools that planners can use to do their job better · Build on government systems: Stand-alone external processes most likely will not be taken up- even if they are “better” and “more accurate” · Recognise that everyone is learning: Tools need to evolve over time, and be able to integrate improvements in climate data & methodologies. · Public expenditure reviews can help make climate change tangible to government

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http://www.fao.org/in-action/micca/en/ The presentation provides an overview of mitigation in the AFOLU sector and the co-benefits between mitigation and adaptation, highlighting that Most of the agriculture practices and technologies allow for co-benefits in terms of food security and nutrition, incomes, adaptation, resilience, etc. The presentation was made by Martial Bernoux, MICCA Programme Coordinator, FAO on Day 1 of the Integrating Agriculture in National Adaptation Plans Workshop, 5-7 April 2016, Rome, Italy. © FAO: http://www.fao.org

Building an Evidence base: Introduction to Economics of Adaptation and Impact...

The presentation provides an overview of what is meant by the term evidence based adaptation and the approaches for it. Cost-benefit analysis is outline as an important thematic in the NAP process. The presentation was made by Babatunde Abidoye, Economist Specialist for UNDP, on Day 2 of the Integrating Agriculture in National Adaptation Plans Workshop, 5-7 April 2016, Rome, Italy. © FAO: http://www.fao.org

Ethiopia’s National Adaptation Plan (NAP-ETH) In Brief

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Leading a Structural Reform Mission

Leading a Structural Reform Mission Pivot of Cause-Driven Reform Strategy in Greater Sustainability Narrative at Today's Crossroads • Articulate leadership narrative of the reform in greater representation of shared substantive purpose of the society and the economy in transition, particularly in reference to key strategic decision-making imperative, addressable to today's structural challenges from broader global perspective¹; • Resonate key strategic cornerstones on the shared premise of allocative efficiency and macro stability, while also recognizing an imperative of equity and sustainability (therefore meaningful long-run structural impact), all in the same context of broad-based national development (education and health, but also growth infrastructure that leads to stronger private crowding-in), especially at mutual causes of forward-looking governance leadership²; • Orchestrate sense-making highgrounds of integrated governance strategy, substantive to the transition that in turn forges, coheres and resonates whole-of-nation capacities, resources and factor conditions (such as in application of the medium-term budget and fiscal framework), particularly also in advancing accountable impact of the governance decision-making, thereby leading the transition to a stronger cause-driven sustainability equilibrium going forward³; • Substantiate the narrative at hand with specific examples that altogether contribute to the intended change, notably across perspective of governance and strategy to the operationalization thereof (e.g., structural growth impact at greater climate cause substantive to the UNFCCC's governance leadership), while also making sense of such precedent in synergic contribution to market-policy hysteresis that resonates at sustainable cause in one coherent picture (considering nuance of joint green and digital transition, in recognition of long-term potential growth on a broad-based equity and sustainability foundation⁴); • Emphasize greater shared purpose of the transition as a prerequisite that brings all walks of life to a shared advocacy platform dialog, notably that links action-driven participative-reform discourse to grassroots empowerment agenda at representative cause of the transition, considering reciprocity and complementarity of top-down policy directive and bottom-up initiative of local leaders as agents of change — all in a shared continuum at the transition⁵.

Pivot of Structural Governance Decision

Pivot of Structural Governance Decision: Leading Crisis Transition Considering Governance Decision-Making Toward Long-Term Growth and Sustainability • Pivot of governance decision plays a strategically important role at today's transition, particularly in an ongoing shift of the global market sentiment with implications of complex asset allocation decision-making, considering also the dynamics of macro challenges at today's state of international economy; • Despite evidences of increasing headwind, forward-looking investment in efficiency and productive growth still invariably command the commonsense with conventional wisdom that sound economic fundamentals shall prevail, notably once taking into consideration rationale of risk-return tradeoff under a broader-based governance platform, within but also across business cycles; • Challenges of market volatilities and the expectation thereof as witnessed in the commodity market at the height of the Great Recession in 2007-09 only substantiate such argument, but forward-looking and rational decision comes together at the transition once addressing outstanding causes and causalities of the challenge beyond heat of the moment, and thereby implying a broader range of decision-making criteria with a stronger balance between the gravity of value return and investment in strategic growth, particularly commensurate with the ambition level, be it for leadership of a private firm or sovereign fund; • Mutually reinforcing incentives toward efficient and productive growth are critically also strategic determinants in this narrative, especially along broad-based transformative pathways that make ecosystemic sense across pivotal growth sectors from green energy to smart mobility and urban development, that altogether substantiate sustainable and resilient value on the premise of meaningful socio-economic activities as part of the ongoing global transition; • Prospect of broad-based growth shall after all win greater shared purposes at the transition, essentially once taking perspective from the whole-of-nation development ambition notably by strengthening long-run strategic capabilities on a substantive common ground shared by the economies and the societies, while also empowering such narrative toward greater and more opportunities as mission with reciprocal responsibilities at today's complex global transition.

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ESG and Corporate Strategy Corporate Transformation and ESG Governance Agenda on the Premise of Long-Term Sustainable Value Transition ESG Governance Narrative: A. Leading strategic transformation in representation of broader global agenda: • Pivot of ESG engagement emerges as a key global management agenda for corporate strategy transformation, considering in particular outstanding ESG-related risk-return dynamics on the premise of forward-looking portfolio decision driven by governance of sustainability market and policy choices; • Reciprocal growth value proposition only comes together once focus narrative of the governance agenda embraces outstanding transitional risk as forward-looking opportunities, while offering smart and effective mitigation and adaptation strategy that makes sense of the complex global situation (see illustration of climate governance from perspective of adaptation and resilience from the World Bank Group), without discounting shared ambition on behalf of shareholders, stakeholders and partners all across the globe; B. Balancing market push with value-creation pull in advancing ESG risk premiums: • Value transition pathways differentiate choices of governance and strategy, notably in the dialogs of competitive benchmarking on a whole-of-ecosystem level, but also in purpose-driven governance system that seeks to overcome compounding global risk (climate-related risks across the global value chains as addressed by disclosure standards such as ISSB/TCFD), thereby winning sustainable and resilient competitive advantages over the long run such as by matching maturities of pension funds with those of green bonds in emerging markets (considering constant flows of coupon payment over a long period of time from assets denominated by solar photovoltaic or offshore wind farms); C. Charting forward transition with shareholders and stakeholders across the globe: • Highgrounds of the ESG governance nevertheless offer a much broader perspective of how business communities and financial markets collectively turn around, and charting forward a critical structural transition with long-run systemic impact that, as a consequence, brings together mutually-reinforcing sustainability environment on the shared premises of people and planet—all in one coherent narrative (see Equator Principles that advocate UN Guiding Principles and 2015 Paris Agreement in the same governance narrative); • Structural corporate transformation after all requires governance decision-making process that balances business and economic but also financial and other key priorities in a broader framework of sustainable and resilient value governance, notably in integration to shareholder's and stakeholder's dialogs over a long-term transition pathway, whereupon ESG has a unique potential to lead the discussion with meaningful leadership compass that makes sense of the global complexity at today's crossroads—while leaving none behind.

Management Control in Contemporary Organization: Opportunities, Challenges an...

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This paper deals with management control as an important instrument for managing performances in modern organizations. The paper indicates to the circumstances in which classical theory of management control was created, and describes its process of functioning, with the specifics in large organizations. The aim is to point to some open questions and directions of further development of the management control, as well as to at least partially fill the gap that exists in the domestic literature. The conclusion is that the existing management control framework remains still valid. Open questions can be best resolved within the concept that observes this matter as a "package" of different control systems, not just those that are oriented to accounting-based performance measures.

10 Principles of Budgetary Governance

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Highgrounds of Sustainable Competitiveness

Highgrounds of Sustainability Competitiveness Three Mutually-Reinforcing Intuition at Today’s Crisis Transition: A. Leading structural reform in substantiation of socio-economic absorptive capacity: • Structural reform is the prerequisite to the governance decision in economic development, where private sector critically plays a key pivotal sense-making role in advancing absorptive capacity, essentially against inflationary pressure but notably also in substantiation of broad-based sustainable/resilient growth; B. Establishing market-policy governance platform with focus on allocative efficiency: • Financial sector development further plays a sense-making conducive role, essentially by provisioning growth capital to the markets, while also improving allocative efficiency in key strategic growth sectors (see implications of Digital India narrative) that altogether empower decision-making impact, particularly in establishing cross-sectoral governance platform at today’s crisis transition; C. Orchestrate whole-of-society transition driven by strategic enabling environment: • Enabling environment undoubtedly also makes a difference (see structural priorities at today's crisis transition in the Exhibit), as the government invests in key critical infrastructure, improves law, regulation and the institution, and advances human and social capital in achievement of stronger sustainability and resilience—all in one cohesive narrative shared by society and economy.

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Leadership of Japan’s Net-Zero Transition Japan’s Net-Zero Strategy and Governance Highground from Perspective of Broad-Based Growth, Security and Sustainability • Japan's net-zero commitment by 2050 to the international community sets an important precedent in strategy and governance terms, markedly with a unique ambition in transformation of the structural socio-economic systems, and implications of market and policy reform across key growth sectors; • Pivot of whole-of-nation governance narrative, however, implies not just a strategic imperative in key competitiveness agenda (primarily in commercial, industry and transport sectors), but also in corresponding sustainability and resilience, substantive to broader energy security and environmental stewardship terms (see architectural discussion from the 3E+S program); • Smart choice of structural reform is therefore key, particularly in advancing competitiveness reform (notably from outstanding success of the LNG market liberalization), all in the same dialog of energy source diversification (supply-side security) and corresponding efficiency development (therefore demand-side elasticity) that altogether underpin structural growth and sustainability prospect in the same governance decision-making dynamics; • Broad-based socio-economic transition nevertheless only comes together, once harnessing greater shared purpose on an orchestrating platform that aligns and mutually reinforces growth incentive in the society and economy, essentially on the joint premise of climate mitigation and quality infrastructure development toward the required green transition in the long run, such as in the example of J-Credit Scheme in promotion of climate-related investment; • Perspective of growth, security and sustainability therefore resonates greater representative cause, especially in shared forward-looking outlook of the net-zero transition that makes sense of a new sustainable and resilient equilibrium as demonstrated by Japan's leadership at today’s crossroads.

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Pivot of Smart Infrastructure Investment

Pivot of Smart Infrastructure Investment: Sustainability and Climate Transition and Sense-Making Roles of Smart Infrastructure Investment at Crisis Transition A. Pivot crisis governance on the leadership highground of sustainability transition: • Leadership of net-zero transition by 2050 as witnessed in Japan’s strategy on the premise of broad-based sustainable governance, addressable across each specific sector from energy and industry to transport and urban, all with implications to integrated market and policy reform in mid- to long-term views (see Japan’s Nationally Determined Contribution as published at UNFCCC); • Decarbonization pathways that make sense of such ambition are however also required to encapsulate structural change dynamics on a sectoral level (bottom-up), that all comes together from the whole-of-economy perspective conducive to governance decision-making complex (top-down) in the same narrative (see scenario analysis of the energy mix towards 2050 in Exhibit); B. Resonate choices of reform strategy with smart investment in global infrastructure: • Smart Infrastructure investment shall therefore make a profound difference remarkably in advancing productive economic activities (absorptive capacity and allocative efficiency) in broader sustainability ambition, addressable to all in decision-making complex at today’s crisis transition (see G-7’s Partnership for Global Infrastructure and Investment as announced by President Biden); • Resilient equilibrium is also essential in greater contexts of the global crisis transition, notably in long-term transformation of the energy mix, undoubtedly also with laser-sharp focus on improving supply-side elasticity achievable on the highground of smart green transition (see IMF’s analysis at root cause of inflationary price pressure exacerbated by energy import, therefore rationale for investment in sustainable energy supply notably at global climate cause); C. Lead sustainable and resilient recovery with principle-based ecosystem decision: • Sustainability transition is after all indispensable to a meaningful whole-of-society impact, considering pivot of mutually-reinforcing ecosystemic growth with greater and more opportunities that make a compelling sense of broad-based infrastructure investment on the premise of constructive development ambition shared by all in the international community (refer to G-20’s Quality Infrastructure Principles (QII) with unique precedent of Japan’s leadership).

Resolving Supply-Side Crisis

Resolving Supply-Side Crisis: Pivoting Whole-of-Government Reform at Today’s Crisis with Shared Priorities on the Premise of Supply-Side Economics A. Command forward-looking leadership in response to challenge at crisis situation: • Perfect storm at the unprecedented crisis as characterized by the United Nations Global Assembly is no less than a fact-based reflection of the global emergency situation, exacerbated by drastic constraints to foods and several other necessary supplies, underlined by socio-economic consequences as a result of weakening fundamentals of supply-side economics across the globe (see Resolution GA/12421 of the United Nations General Assembly in 2022); • Rapidly deteriorating crisis dynamics substantially affects public sentiment with broader implications to shared confidence in the global economy, indeed as witnessed by responses of the United States Federal Reserve System and the European Central Bank with forward-looking expectation to establish price equilibrium within the corresponding jurisdiction at today’s critical transition; B. Win gravity of shared governance priorities at causes of the exacerbating crisis: • Diagnostic view of the situation at hand however unveils a complex web of interdependent causes and causalities, primarily from the aggravating supply-side economics, such as delay and disruption in the logistic systems therefore deterioration across value chains (implications of cascading costs and delays) but also with vast consequences to industrial and manufacturing process that relies on predictable deliveries of parts and integrated components in the web of global trade and development systems (see the analysis of the global trade system, also with focus on Original Equipment Manufacturers in references); • Root cause analysis on a macro level further identifies inflation drivers (i.e., primarily food and energy, see more at IMF⁴) that in turn lays the fundamental for strategy and governance decision-making complex, considering choices of priority-setting criteria required to prevent spillovers to other related sectors in the economy (e.g. transport-dependent sectors generally vulnerable to diesel price inflation), especially in forward-looking improvement of supply-side price elasticities in overall (e.g. via innovation or multi-sourcing strategy in Exhibit); C. Lead the crisis transition with collective conscience of stronger sustainable impact: • Forward-looking sustainability outlook after all plays a sense-making role over the long run, especially guided by sustainability and climate ambition in fulfillment of SDG and INDC commitment in transitioning the crisis situation to a sustainable/resilient future as an integral part of the long-term development framework that appeals to and makes sense of constructive leadership power of the good governance to an achievement of the whole-of-nation narrative.

Transcending SDG with Planetary Science

Transforming SDG with Planetary Science: Transcending Global Sustainable Development Ambition with Science of Planetary Boundaries A. Transform global governance highgrounds with practical sustainability challenges: • Pivot of the United Nations Sustainable Development Goals (SDG) and the Paris Agreement from 2015 marked a key critical turn to the course of today's multilateral diplomacy, essentially on a forward-looking highground of shared development ambition substantive to the collective decision-making ambition from all 193 representative member states at the UN General Assembly; • Practical development challenge on the ground, however, varies greatly, particularly with immense structural deficit exacerbated by limited economic-social capacity and institution across nations in the Global South, where lacks of required development resource and reform prioritization/sequencing further handicap forward-looking development notably at today’s crisis transition (see precedent of exacerbating food crisis in 2022 as reflected at the Assembly); B. Resonate science in advocacy of diplomacy with reciprocal development priorities: • Application of planetary science is nevertheless well-positioned to inform development priorities, considering in particular an evidence-based approach respective to biophysical and geological landscape in each global nation, and thereby substantiating a mutually inclusive sustainable development baseline, provided broad-based governance premises across environmental and socio-economic realms, as demonstrated by leadership precedent of Sweden (see relevant discussion and Exhibit in references to nine planetary boundaries); • Joint sustainable development pathways substantive to global governance collaboration are also encouraging in this new approach notably in integration across dimensions capacity and institutional development but also mid to long-term fiscal/budgetary and financial plan, all conducive to the structural reform, for instance from clean water resource stewardship and sustainable land use to climate-smart agricultural and infrastructure development, driven by global and regional sustainability ambition grounded on merits of scientific premise; C. Transcend multilateral principle with the universality of rights to development: • Governance decision with the whole-of-ecosystem integrity is therefore a prerequisite to the global sustainable and climate diplomacy, substantiated by moral principle of justice and fairness that universally acknowledges the rights to development for all, and thereby bringing together leadership recognition of participative action from all nations to the transition toward 2030 and beyond.

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Climate Finance at Crisis Harnessing Decision-Making Power of Climate and Sustainability Finance at Today's Global Crisis Transition A. Lead structural decision at crisis by harnessing ecosystem view of climate finance: • Climate finance at crisis situation must find a strategic commonground that resonates sustainable investment and portfolio decision, while simultaneously substantiating fiscal policy and merit-based financial asset allocation, notably in advancing structural capacity across crisis-prone sectors (see discussion in the context of EU’s energy transition with implications to the crisis transition); • Cross-level structural impact is the priority in forward-looking outlook of an orchestrated socio-economic transition, notably substantive to stronger crisis governance capabilities (such as to the benefit of infrastructure development with focuses on upstream capacity and conducive enabling environment), but also achieving climate and sustainability ambition especially with the power of financial and economic incentive and the leverage of merit-based decision; B. Focus on risk-based strategy while balancing tradeoff using scenario hypotheses: • Risk and vulnerability analysis further reinforces operational and strategic capabilities of the crisis governance authority, considering tradeoffs between economic-social criteria on the one hand and security/climate vulnerability on the other, particularly with the differentiation of intrinsic versus systemic risks (i.e., inherent risk in each specific portfolio versus that in broader assessment on a cross-sectoral level), which altogether structures a governance decision-making baseline toward sustainability and resilience in the dialog of allocative efficiency (see analysis regarding macro-stability by ECB); • Forward-looking scenario hypotheses undoubtedly lies at heart, especially in overcoming multidimensional complexity at crisis but simultaneously also in driving forward meaningful whole-of-governance strategic courses required to address the challenge at hand, markedly with the implications of physical and transitional risks at different scope (see International Sustainability Standards Board) but also bilateral/multilateral global financial partnership (see OECD’s scenario analysis with hypotheses in the dynamics of global climate finance); C. Transform forward-looking progress with measurable impact on the ground: • Leadership commitment at climate causes after all matters to the ongoing structural transition in an unprecedented situation across the globe. But such imperative must make a difference particularly at a community level, for every seed of climate-smart investment only wins shared purpose across the world, once cohering constructive action on the ground, especially at the grassroots.

Intuition of Planetary Boundaries

Intuition of Planetary Boundaries Tipping Points and Global Governance Implications to the Sustainable Ecosystems at Today's Critical Junction • Commanding intuition of planetary boundaries grounds itself on the premise of ecosystem regime that regulates and adapts the equilibrium dynamics toward stability and resilience on a whole-of-system level, especially against external perturbation (see implications of ecosystem resilience from self-regulating services); • Adaptive feedback mechanism indeed lies at heart at the fundamentals of the natural governance system, notably by harnessing checks and balances with complementary and competing forces inherent to the governance dynamics, thereby effectively establishing sustainability and resilience substantive to the ecosystem functions; • Regime shift is nevertheless possible, particularly once external perturbation persists and exacerbates that in turn causes potential disruption, and thereby jeopardizing structural balance of the ecosystem services with irreversible consequences to its entirety; • Tipping point as characterized above is indeed inherent to the nature of just about any dynamic systems, regardless of human capabilities to recognize such existence, considering in particular the complexity of the required structural decision conducive to maintaining the highgrounds of the desirable equilibrium provided the challenge at hand (see discussion of the Aral Sea in the aftermath of the water ecosystem collapse, also as shown in the Exhibit); • Science of planetary boundaries and human capabilities in response to such premises is therefore key and pivotal to collective action addressable to all nine planetary boundaries that potentially expose the state of the earth system to the irreconciliable and irreversible end, particularly in shared forward-looking ambition of the international community toward the global sustainable achievement.

Pivot of ECB's Monetary Stance

Pivot of ECB's Monetary Stance ECB's Interest Rate Decision and Implications in the Dynamics of Change in Europe and the Global Economy • Adjust the Equilibrium Against Inflation: Europe has been under immense price pressure latest since Q2 2022 (global supply shock and war) but the hard part is always about how to best anchor market expectation with a sense of proportionality and rationality. With this in mind, press conference from June 10, 2022 has achieved a great deal, indeed with a good grasp of hard realities and yet with oozed confidence in forward-looking view of the entire second half in CY 2022; • Prepare for the Structural Transition Ahead: Europe's decision to pivot from energy import from Russia is certainly a watershed moment of the generation, and the transition will undoubtedly require a stronger structural decision baseline that touches upon causes and causalities, ranging from consumption and investment, to socio-economics and mid- and long-term security (i.e., energy and climate transition, see also the Exhibit). Such caveat indeed implies commensurate governance decision, essentially in both macrofiscal and macrofinancial terms conducive to establishment of the equilibrium to a higher sustainability ground going forward. • Resonate with Global Economic Sentiment: Macroeconomic decision is also a reflection of the complexity in today's globalized world, from trade and finance to sustainability and competitiveness. Rate differential is clearly what's on the line in commanding the gravity of capital flows at the end of today's loose monetary policy era. But the ongoing shift of sustainability governance will also require perspective on a higher order and at a longer time horizon, notably in the sense of how prudent macroeconomic choice (i.e., implications of policy credibility) may help stipulate a conducive decision-making environment substantive to mutually reinforcing sustainability and resilience in the global economy at the transition.

Intuition of Agile Learning and Achieving

Intuition of Agile Learning and Achieving • Built-In Instability: Premise of challenging goal and ambition is fundamental to the agile learning and adaptive capacity, but creativity and innovation only come together once the team is granted a wide measure of freedom to come to terms with practical and oftentimes complex challenge in real-world setting; • Self-Organizing Project Teams: Collective capability to cope with ambiguity from a broad range of situations further differentiates the agile philosophy and corresponding action, arguably with rational choices seeking to embrace risk with sense-making initiative, and as a result opening up new perspective with potentially disruptive hypotheses striving to command game-changing impact (with the implications of autonomy, self-transcendence and cross-fertilization); • Overlapping Development Phases: Team's relentless focus on innovation implies that no two formulas are alike and, all the more, to the agile problem-solving differentiation, whereas continual cross-pollination of ideas becomes norms rather than exception, especially toward positive traction in real-world settings with shared leadership and responsibilities on behalf of stakeholders (see a compilation of agile innovation in promotion of idea cross-pollination); • Multi-Learning: Achievement on the premises of stronger reciprocal resilient impact inherently requires the team to expose to the feedback learning loops, particularly in the dynamics of change on the ground with bold expectation to respond to inherent complexity and dynamicity, therefore winning the unique environment to differentiating and infusing smart intuition (learn the learning) that addresses underlying causes of the real-world challenges, with efficiency and effectiveness but also simplicity and resilience in the spectrum of change (see discussion of how to respond to today’s complex challenge by the IMF); • Subtle Control: Dynamic balance unequivocally also lies at heart throughout the agile process, and yet only makes sense once contributable to a stronger adaptive and resilient impact, such as via push and pull force within the team from cooperation (e.g. forging commonground from complementarity between members) and constructive competition (e.g. joint leadership at a turnaround dilemma), but also incentive to go beyond choosing a means for any specific end (lead-user tests critical but only rarely conclusive, therefore ideal to forge team spirit) that shall help the team to come together with reciprocal ambition; • Transfer of Learning: In real-world settings, teamwork can be only as good as tangible result in forward-looking anticipation to uplifting joint performance in the organization to a whole new level, upon which the agile process can be both the agent of change and the product of that process all at the same time. Such underlines responsibilities to transfer both the results and the learnings.

IPEF's Strategic Highgrounds

IPEF's Strategic Highgrounds: New Dawn of an International Trade Era and Implications to U.S. Leadership Choices A. Leading complex transition with key strategic partners in the global trade system: • Tangible Benefits are the prerequisite, notably as the Indo-Pacific Economic Framework (IPEF) intends to lead with greater purpose at complex transition. Combination of trade, finance and development is therefore critical but actual pull forces will come together once resonating structural ecosystem impact, in order to fully benefit from this partnership framework, especially with strategic focus on reciprocal ecosystem value from backward integration (such as, with significant growth economies in the example of India, Indonesia and Vietnam) to the international trade system that in turn resonates with diplomatic sense; B. Substantiating multilateral leadership with the integrity of supply-side economics: • Supply Resilience further command substantive global-governance purpose anchored by the framework, particularly in coupling with broader macrofiscal and financial policy framework at today’s crisis. In contrast to traditional trade agreements with focus on tariffs (demand), IPEF may choose to differentiate by integrating trade to strategic investment framework (supply), especially in the narrative of reciprocal benefit from the supply-side economics, from food and energy to technology and infrastructure that will all play key constructive roles at the ongoing global economic transition (as illustrated in the example of Boeing 787 Dreamliner with key global supplies from investment partners); C. Setting global precedent upon key reciprocal motion toward the new economy: • New Economy is indeed the most important agenda at the table that requires leadership from the highest level, especially at the auspices of IPEF. More of the same shall no longer suffice, but it's rather the gravity of inclusive growth, primarily on the premise of smart (digital transformation/AI) but also net-zero (green energy, mobility and industry) transition that will together resonate the agenda toward 2050 horizon, considering in particular power of the institution (such as G20 Quality Infrastructure Investment) at complex market and policy crossroads (see leadership precedent of the ISSB at COP26 toward stronger transparency and accountability impact from the ongoing net-zero transition).

Roubini's Crisis Hypothesis

Roubini's Crisis Hypothesis: Global Debt Trap and Forward-Looking Implications to Crisis Governance at Today’s Transition Crisis Governance Narrative: • Continual increase of fiscal deficit and corresponding central banking decision to monetize it, in fact, breeds a mutually reinforcing environment conducive to stagflation, substantially before the arrival of COVID-19 crisis (see implications of the quantitative easing (QE) as depicted in borrowing costs terms therefore incentive for the global debt accumulation since 2008); • But loose monetary and fiscal policy at the precipice of the twin (economic and health) crisis since 2020 only fuels asset and credit bubble, and thereby setting in motion irrational exuberance, therefore further causes of systemic fragility to an already weakened governance baseline at today’s crossroads; • Confidence in the market and the policy is a key decisive determinant, essentially with structural capabilities to manage and overcome the ongoing supply-side challenge, considering in particular political resolve accompanied by collective rational decision, required to address the ongoing balkanization between sovereign nations in the web of global trade and financial systems; • Such is an important caveat at the crisis transition notably together with shared global priorities on the premise of broad-based capabilities to sustain the level of global/national debt without adding further cost to the supply side, while also maneuvering remaining resources and thereby re-establishing the equilibrium that best reflects the reality on the ground until the crisis subsides; • Structural transition over debt-trap challenges is, above all, an imperative required to reconstitute a good and constructive decision-making highground, with shared conscience of how and why the global economy shall serve the purpose only as long as we are all aware of its raison d'être, that is, better or worse, a function of collective reflection upon one's rational and moral choice.

Global Governance of Net-Zero Transition

Global Governance of Net-Zero Transition: Transforming Net-Zero Transition with Global-Governance Architecture Driven by Three Mutually-Reinforcing Pillars Global Governance Structure: A. Establish governance commonground on the premise of 2015 Paris Agreement: • One Governance Platform is the architectural foundation in the dynamics of international engagement, especially as envisioned by the Paris Rulebook (as concluded at COP26) on an agreed-upon set of governance rules, applicable to international efforts that link action to impact on an accountable baseline; B. Improve asset allocation by overcoming inherent information asymmetry: • One Disclosure Standard further brings together governance premises to a streamlined market-based decision-making structure, addressable at causes and causalities of the transition from perspective of strategy and governance, but also exposure to climate-related risks, therefore countermeasures driven by substantive metrics and targets (see the introduction of ISSB/International Sustainability Standards Board under leadership of UK COP26 from 2022); C. Transform merit-based decision with real-time data transparency: • One Reconciliation Baseline is also a prerequisite from operational point of view, particularly with accountability and transparency that link as-is net-zero impact (e.g., using blockchain with real-time impact measurement) to should-be asset value, substantiated and reconciled by fiscal/financial mechanisms;

Beyond Getting the Deal

Beyond Getting the Deal: Leadership of Negotiated Resolution and Implications of Corresponding Raison d'Être at Today's Complex Transition • Arriving at a good deal is desirable even indispensable virtually across negotiation contexts, but such matters profoundly at today's crossroads once substantiated by forward-looking balance on the premise of stability and flexibility, therefore reciprocal contingencies and corresponding uniting forces from representative assumptions from leadership of the negotiation process; • Substantive to that ambition, negotiation premises and the underlying deliberation processes must be rigorously structured, discussed and agreed upon by partners, stakeholders and representatives at the table, particularly in representation of gravity and motion that effectively command leadership attention to the status quo, considering hard realities on the ground and potential forward-looking narrative at the transition on the premise of shared reconciliation principles and mechanisms with all as respectable peers; • Mutually reinforcing resolution within but also across the aisles is essential even pivotal along the negotiation pathways, notably considering continuously exchangeable push-and-pull gravity caused by policy-diplomacy complex, all in constant interaction with convergence-divergence forces driven by political interests, ideologies even polarities, therefore an imperative to honoring well-deserved forward-looking expectation with transparency and accountability to the floor, undoubtedly in reflection of negotiation dynamics and, all the more, with hard-earned progress achieved by representative leadership at the table; • Prospect of the best alternative1 to a negotiated agreement (“BATNA”), on the other hand, offers an effective conciliatory approach, markedly with meaningful and constructive appeal applicable to resolving disagreement, conflict even confrontation among direct and indirect negotiating parties and, as a result, considered as a strategic governance tool with effective mitigating impact conducive to injecting new momentum to the negotiation process,² especially in application of observable parameters or proxy intermediaries that altogether serve as conducive confidence-building mechanisms, but also in substantiation of the entire negotiation process with leadership from all; • Pivot of the negotiated agreement shall after all become meaningful and forward-looking at today's global transition, once leadership from all relevant parties shares gravity and urgency of the aggravating situation as premises of the negotiation process,³ and thereby seeking to restore reciprocal goodwill from the well-deserved reconciliation, while also charting forward meaningful outlook to the society at large—outstandingly with mutually reinforcing raison d'être that commands dignity and pride on behalf.

Pivoting Net-Zero Transition with Data Intelligence

Pivoting Net-Zero Transition with Data Intelligence Scrutinizing Energy Strategy and Governance at Today’s Net-Zero Transition by Using Data Intelligence Scrutiny at Three Levels: A. Operational integrity strengthened by real-time, forward-looking supply forecast is an imperative to today's electricity system, considering a broader range of sources in the energy mix (e.g., Thailand with a stronger reliance on solar photovoltaics and onshore wind¹), therefore an increasing challenge in meeting an expectation from the quality-of-service point of view, considering security and operational resiliency (premises of the supply-demand balance) particularly at a reasonable level of the economic value return (e.g., marginal costs given the operational energy mix versus marginal prices in the market); B. Strategic planning underpinned by data-driven supply-demand decisions, especially from perspective of the ongoing net-zero transition, where rational choices of the structural shift (e.g., from coal and gas to renewable sources on the supply side, coupling with efficiency improvement on the demand side) potentially play a substantive role in maintaining the energy equilibrium on a whole-of-system level (e.g., considering strategic parameters such as reserve margin but also stronger conducive roles of smart grid infrastructure driven by intermittency-hedged innovation²), thereby strengthening fundamentals of the energy economics as the transition advances in the society and the economy; C. Governance in transition substantiated by grid-level data intelligence of the energy equilibrium, notably with insights from demand-supply characteristics in each specific growth sector (e.g., across emerging growth urban areas but also transportation, logistics and industrial clusters), considering in particular ecosystem-level complementarities and interdependencies, but also broader implications in long-run sustainability and resilience terms³—in greater shared narrative of the global and regional development while leaving no one behind.

Large-Scale Innovation System: Leadership and Political Case Study of Germany...

The past decades have witnessed Germany’s Energiewende as a spearhead of the large-scale energy and power system transformation that sets out an unprecedented leadership and political movement on the basis of collective efforts across public, private and nonprofit sectors—an exemplary success characterized by an innovation transformative force of socio-political engagement. Despite a wide range of desirable changes brought forward by a large-scale energy innovation system, the grand-scale transformation constantly encounters challenges to meet a large variety of diverging requirements from multiple stakeholders, considering its grand promises addressing the dilemma of energy security versus economic growth, environmental commitment versus industrial competitiveness, as well as political leadership to transform the society versus the practicality of limited legitimacy to internalize the long-term fiscal requirements. From the perspective of a leader with political authorities, this study brings forward an analytical and interpretation framework that elaborates, discusses and characterizes the logic of a large-scale innovation in political terms, with an analogous dynamics of renewable energy versus innovation development, embracing both long-term benefits and short-term challenges.

Orchestrating Resilient Competitiveness: How to Win Orchestrating Influence a...

Orchestrating Resilient Competitiveness: How to Win Orchestrating Influence at Competitiveness Frontier of Today’s Crisis Transition Enigma of sense-making competitive influence arguably poses today’s most daunting leadership challenges latest since an arrival of the coronavirus-induced global crisis. Disentangling greater decision-making complex with ever-shorter forward-looking views is not just an exacerbating dilemma at today’s greater leadership challenges. But increasing likelihoods to unpredictable future only continue to reinforce greater short-termed incentives to crisis emergency responses at the expense of long-term sustainable prospect regardless of merits from sustaining resilient competitiveness. In fact, every competitive decision does not necessarily imply greater influence from sustainable impact. But leadership judgment harnessing outstanding benefits of the vice versa only gains more and more competitiveness ground. Emerging intuition in this sense indeed has much to offer to today’s global crisis situation for sustainability differentiation effectively advances competitive forward-looking outlook, particularly in greater perspective of global competitiveness upon shared sustaining resilient order. Greater prospect to resilient recovery brings a compelling perspective to crisis-time competitiveness challenges with subtle yet powerful leadership intuition. Combatting complex situations across public health, humanitarian and socio-economic frontiers indeed preempts today’s topmost leadership priority. But sense-making perspective of forward-looking sustainable impact is essential even indispensable to competitive decision-making influence in an accountability dialog shared by all in the community. Nobel Laureates Duflo and Banerjee unravel such challenges in India by addressing sustainability rationale of shared accountable transformation in the local livelihoods. Competitive orchestrating influence as such indeed coheres and resonates in greater context of shared crisis responsibilities, winning reciprocal trusted and entrusted relations on a representative foundation at resilient causes of global crisis transition. Sense-making leadership choices indeed tap influences from both community and international narratives, orchestrating competitive and balanced global transition on a shared sustainability pathway. In fact, today’s crisis brings greater focuses to shared leadership priorities addressable to all across shared decision-making frontiers. But competitive influence that leads to greater sustaining and resilient order only benefits from shared global decision highgrounds, appealing at shared resilient causes of the economy and the society in mutual transformation across global-national frontiers. Recent sense-making precedent from the U.N.’s global dialog indeed demonstrates how such commonsense wins greater imperative of such purpose-driven, crisis-time leadership.

Transforming SDGs with Artificial Intelligence

Transforming SDGs with Artificial Intelligence Artificial Intelligence and Implications to Global Sustainable Development Substantiated by Smart Decision-Making at Today’s Transition Leadership Narrative: • Artificial Intelligence (AI) differentiates choices of complex global transition as intended by U.N. sustainable development goals (SDG), primarily for the capability to improve mission-critical decision with conducive priority action, in consideration of the dynamics of policy intervention in engagement at causes of the intended structural change with forward-looking impact on the ground¹; • Computing capability and capacity that effectively help translate data and information to actionable recommendation is one, but AI's processing power that transforms today's development challenge further also substantiates sustainability strategy and governance choices with unique propositions on the premise of algorithmic learning, particularly with expectation of efficiency improvement as the number of training instances therefore decision power grow (see poverty reduction case with an algorithm for imagery analysis)²; • Effective and innovative intervention design nevertheless lies at heart of today’s crisis transition, notably in achievement of the intended mission that seeks to fulfill shared purposes with stakeholders and partners, essentially by taking into account various facets of AI's strengths and weaknesses, such as the immense predictive power given salient features represented in real-world development observation but also the availability of unbiased training dataset, considered as indispensable for the achievement of AI algorithmic command³; • SDG transformation on the premise of AI shall after all become a success once substantiating reciprocal accountability dialogs on the premise of public participation, especially in advocacy and stewardship of advanced technology and innovation that make sense of smart and collective transition, without compromising right, dignity and freedom—all in the spirit of "We the Peoples" as represented by Charter of the United Nations since its foundation in 1945⁴.

India's Frontiers of Digital Edges

India’s Frontiers of Digital Edges Digital ID Management and Implications to Sustainable Development and Broad-Based Socio-Economic Empowerment Aadhaar: Biometric ID system that transforms India's long-run sustainable growth development narrative, considering four following premises at today’s transition: • Represent as key growth enabler at today's transition: Built with greater shared ambition in substantiation of the national digitalization initiative, and thereby winning collective effort across public and private sectors, but also civil societies and academia, especially in transitioning the existing socio-economic system by leveraging digital empowerment; • Harness strategic leverage of socio-economic inclusion: Intended also to achieve greater sustainability impact across the economy and the society, primarily by improving efficiency and effectiveness of key social programs (such as, cash and in-kind transfer), but also served as enabler toward stronger uptake from suitable ranges of digital financial services, therefore greater and more opportunities to the vulnerable population segments with currently limited access to the banking/financial sectors; • Mutually reinforce agglomeration impact from the ground up: Multiplied and resonated on the premise of such narrative, broad-based digital economy and society further also provide conducive and enabling environments for social and economic innovation particularly across urban areas, where capacity to innovation has strong potential to find reciprocal traction with scale and scope, therefore likelihood to transcend new ideas with reinforcing impact in socio-economic transformation at the transition; • Establish the Fundamentals for Future Structural Reform: Served as strategic governance tools in addressing structural challenges in India's growth dynamics notably in strengthening accountability and transparency in key sustainable policy agenda (citizen’s digital identities as enablers in empowerment dialogs from health and education to political participation), while also leveraging the same governance structure in improvement of rational decision on the ground, notably as forward-looking pathways for future structural reform — all on the premise of participative democracy.

Solving Dilemma of Global Net-Zero Transition

Solving Dilemma of Global Net-Zero Transition Prisoner's Dilemma and Implications to Net-Zero Transition on the Premise of International Collaboration • Establishment of Nash equilibrium substantive to constructive climate action is a key imperative of global climate negotiation by all in the international community. But practical challenge on the ground is oftentimes characterized by suboptimal short-run payoff values that in turn complicate international negotiation processes, despite perspective of stronger forward-looking outlook beyond the business-as-usual scenario. • But factor conditions quality infrastructure and structural reform, particularly with the economies of scale and scope from broad-based, international collaboration are indispensable in shifting and transforming the negotiation dynamics, notably on the premise of structural efficiency gain in shared dialog of long-run sustainability and competitiveness, thereby mutually reinforcing incentive that engages and transforms net-zero mitigation payoff to the benefit of reciprocal international climate action. • Prisoner's dilemma after all can be overcome at outstanding causes once collaboration takes place in broadest-possible terms (considering globally orchestrated choices of finance, trade and development) especially across short- and long-run views, thereby disincentivizing reneging or walk-away, considering notably in establishment of a new Nash equilibrium that wins global synergic action with integrated whole-of-ecosystem decision.

Architecting Dynamics of Net-Zero Roadmap

Architecting Dynamics of Net-Zero Roadmap Transformation of Net-Zero Governance Strategy and Structural Change Dynamics of the Energy Value Chains Governance Dynamics at Two Levels: • Level 1: Mapping Causal Baseline of GHG Emissions: Governance of net-zero strategy requires exhaustive mapping of GHG emissions sources to the corresponding dynamics of socio-economic growth, all in greater narrative of structural reform in each sector and industry. Electricity and transportation are leading causes of GHG emissions from example of the U.S., but substantive net-zero impact only comes together on a broad-based mitigation approach, addressable across the entire emissions chains (inspecting the chart from left to right as depicted), all on the premise of whole-of-nation integrated strategy. • Level 2: Shifting Mix of Demand-Supply Dynamics: What's critical in this greater context is however also an energy transition roadmap that translates chain of GHG emissions from the first level to substantive reform strategy that directly influences choices of primary and secondary energy sources (supply mix on the left), but also consequential impact to market and policy dynamics in each specific sector (sectoral demand on the right). In this sense, structural shift of the energy equilibrium must be the focus, considering short- and long-run change dynamics that engage rational choice in the economy and society, especially that makes sense of growth and security but also sustainability and resilience — all in the same narrative of change (see example of U.S. energy landscape considering particularly conducive roles of gas and electrification).

India's Green Growth Reform

India’s Green Growth Reform Governance and Strategy Reform Dialogs Toward Long-Term Sustainable Growth from Perspective of Energy and Net-Zero Transition Leadership Narrative: • India's traditional growth model relies primarily on energy sources such as fossil and coal, despite emerging market and policy sentiment with stronger strategic focus on the joint narrative of sustainability and climate resilience; • In broader economic terms, renewable energy such as solar photovoltaics has already become attractive, thanks to efficiency gain from the economies of scale therefore competitive cost level (already at grid parity), especially in the narrative of energy electrification across the global net-zero value chains; • But smart governance and reform strategy must make sense of broader demand and supply structure, considering socio-economic transition in the dynamics of future growth narrative, substantiated by factor conditions and market-policy hysteresis, all as a prerequisite to the structural transformation addressable to key growth areas, such as in new industry and transportation upon climate-resilient infrastructure with urban innovation across the nation; • Substantive to such imperative, green growth policy can only win long-run constructive momentum, once taking account of strategic governance criteria, especially in competitiveness and resilience (scale and scalability from growth infrastructure), efficiency and cost effectiveness (demand-side management together with supply-side innovation), but also achievable sustainability and security (source diversification and strategic shift from import dependence) — indeed all in the same governance and strategy narrative at the transition; • Pivot of green growth reform, after all, shall become a success story, once mutually reinforcing socio-economic opportunities with long-term economic growth realizable along the whole-of-society transitional pathway, while also advancing governance capacity on the premise of cause-driven sustainability, substantive to today’s global-governance dialog (India’s global commitment).

Indonesia's Net-Zero Leadership Precedent