Orchestrating Resilient Competitiveness: How to Win Orchestrating Influence at Competitiveness Frontier of Today’s Crisis Transition

Orchestrating Resilient Competitiveness
How to win orchestrating influence at competitiveness
frontier of today’s crisis transition
Bangkok, Thailand, April 11, 2021
Siripong Treetasanatavorn*
Sloan Fellow, Massachusetts Institute of Technology
--------
*Author was affiliated with Siemens Corporation in Europe and Asia as expert in sustainable
policy, market and innovation across energy, industry and healthcare sectors. He was also
visiting fellow at John F. Kennedy School, Harvard University, during his Sloan Fellowship.

S. Treetasanatavorn. Orchestrating Resilient Competitiveness
Edition: April 11, 2021 HBR Submission: Page 1 (18)
Introduction
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.1
Competitive orchestrating influence as such indeed coheres and resonates in greater
context of shared crisis responsibilities,2
winning reciprocal trusted and entrusted
relations on a representative foundation at resilient causes of global crisis transition.
Competitive judgment of sustaining international order also harnesses perspective of
crisis-time responses on a foundation of sense-making decision-making influences.
Nature of today’s multidimensional crisis indeed cries for greater leadership call upon
rigorous decision-making edges in commanding order from shared decision priorities.
But competitive judgment of effective and meaningful responses sharpens focuses of
leadership principles based on today’s interdependent globality, thereby wielding
influence of international responses conducive to a greater sustaining resilient order.
Henry Kissinger’s appeal3
to U.S.’s international response draws attention not only to
the nature of today’s crisis that genuinely sees no geographical and political borders.
But grave threat to all human lives is real, so is sense-making prospect to sustaining
global order. Competitive influence therefore coheres from a greater perspective of
orchestrated responses on behalf of the global community, particularly based on
sense-making principle judgment from safety to economic well-being and justice.
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 dialog4
indeed demonstrates
how such commonsense wins greater imperative of such purpose-driven, crisis-time
leadership. But competitive decision-making influences resonated at shared global
priorities5
are also vital and indispensable particularly once emerging and advanced
nations come together at greater sustainable causes—thereby winning greater global
resilient impact without leaving anyone behind (sense-making of U.N. 2030 agenda6
).

S. Treetasanatavorn. How to Win Orchestrating Influence at Today’s Crisis Transition
HBR Submission: Page 2 (18) Edition: April 11, 2021
IDEA IN BRIEF
Greater prospect to resilient competitiveness emerges as a pivotal transformative rationale
at today’s unprecedented crisis. Orchestrating greater sustaining resilient order indeed
matters not only to competitive leadership choices amid today’s toughest crisis transition.
Winning decision influence on the foundation of constructive partnership and collaboration
is just as much essential and indispensable to competitive responses in transformation of
a stronger representative, forward-looking outlook, especially on a shared sustainable
pathway. Five transformative steps are recommended in this contribution as leadership
guide to winning influence at competitiveness frontiers of today’s resilient crisis transition:
1. Make sense of shared global order at crisis:
• Example: Henry A. Kissinger’s appeal to greater resilient world order brings
constructive purpose to international collaboration at competitiveness frontiers.
2. Win decision influence of crisis transformation:
• Example: Commitment of the Group of 20 to global financial and economic stability
sets an influencing precedent in perspective of sustaining, resilient global order.
3. Resonate value proposition at shared resilient causes:
• Example: Integrated monetary-fiscal policy decisions by the U.S. Federal Reserve
and the U.S. Administration set a precedent of competitive crisis recovery.
4. Lead an orderly transition with whole-of-ecosystem resilience:
• Example: Nobel Laureates Duflo and Banerjee unravel multidimensional
challenges in India by addressing sustainability impact in the local livelihoods.
5. Transcend global impact with shared commonsense:
• Example: Equitable access to future vaccines as emphasized by the International
Red Cross wields decisive empowerment influence at today’s global frontiers.

Make sense of shared global order at crisis
Leadership of global sustainable transformation essentially brings greater influence
to today’s complex global challenge, particularly with differentiated resilient outlook
from globally orchestrated responses at crisis. Perspective of shared resilient order
not just transforms sense-making rationale of global competitiveness, conducive to
winning shared confidence on a cause-driven constructive highground. But decision-
making influence from shared resilient priorities also opens up new competitiveness
dimension at how forward-looking sustainability globality comes together and makes
sense at shared interdependent causes of effective and meaningful crisis response
and recovery. Orchestrating sustainability competitiveness in this sense is therefore
an emerging opportunity at today’s global crisis, especially on a winning highground
at greater sustaining resilient causes shared by all in forward-looking outlook on the
emerging sustainability foundation (see an overview of the discussion with selected
case examples but also sense-making rationale in Idea in Brief and Idea in Practice).
Representative leadership purpose identifiable with respective community emerges
as key decision-making influence, underscoring emerging competitiveness rationale
of shared resilient priorities on the foundation of today’s global crisis transformation.
Shared responsibility as appealed by Secretary-General Guterres2
essentially brings
sharper focuses to cause-driven orchestrated transition at today’s crisis. Addressing
greater prospect of sustaining resilient order, such narrative coheres and resonates
on a sense-making highground, influencing crisis priorities at greater salient causes
and thereby winning competitive decision influences on the foundation of sustaining
resilient globality on behalf of all 195 representative members at the United Nations.
Orchestrating strategy and diplomacy further advance competitive influence provided
decision-making complex of today’s unprecedented international crisis. Prospect of
an enduring resilient order indeed brings sense-making purpose of global partnership
to effective and meaningful crisis response and recovery. But such narrative makes
sense once addressing key interdependent causes in the society and the economy,
winning forward-looking confidence at shared causes of sustaining resilient globality.
Early, decisive and competitive crisis response7
of the G-20 injected a substantial
momentum to the global economy with resilient purposes to uphold sustaining order.
But such impetus wields competitive influence indeed in an integrated global-national
manner, harnessing socio-economic interdependent causes of today’s international
order, for instance, in U.S.’s fiscal-monetary response8
honoring G-20’s commitment.
Winning greater long-term sustainable impact also brings together rationale of global
competitiveness, harnessing decision empowerment on a shared recovery pathway.
Orchestrating influence from such perspective is indeed a transformative imperative
to sustaining resilient globality, especially on the premise of how winning sustainable
impact makes sense of resilient global order but also why forward-looking outlook on
that basis is conducive to ecosystem competitiveness upon emerging global synergy.
Six global priorities of the U.N.,5
for instance, seek to orchestrate key transformative
influence therefore impact in mutual ambition to achieve sustaining resilient globality
at today’s crisis. But such narrative wins sense-making transformative influence only
once resonating collective decision empowerment on a cause-driven highground, for
example, as 190 countries come together to providing fair, just and equitable access
to COVID-19 vaccines for all toward the end of the crisis (the Global Vaccine Alliance
sets an ambition to supply global vaccine to at least 2bn global population by 20219
).
Following discuss further four resilient competitiveness pillars, orchestrating decision
influence and resilient impact but also differentiated value competitiveness and crisis
transition particularly on a sustainability highground (see corresponding architectural
discussion at today’s crisis in Exhibit: Reader’s Guide to Resilient Competitiveness).

IDEA IN PRACTICE: Leadership of Resilient Competitiveness
How to orchestrate resilient competitiveness at today’s global crisis?

Win decision influence of crisis transformation
Representing greater purpose of the international community at crisis is an essential
leadership step, winning critical decision-making influence in recognition of greater
interdependent causes, but also in greater achievement of effective crisis recovery.
Such leadership matters not just in terms of effective buy-in and implementation of
shared crisis priorities, independent of any existing geographical, political, or cultural
borders. Transformative power as a result of consequential collective actions further
gives rise to an emerging competitiveness horizon, making strategic and diplomatic
sense of cause-driven constructive partnership and collaboration toward the end of
the global crisis on a shared leadership highground. Distinguishable at today’s crisis,
such sense-making view coheres on the foundation of sustainability competitiveness,
winning leadership influence on an orchestrated platform of global resilient transition.
Winning trust and confidence is the most critical leadership imperative, making sense
of priority judgment but also program coordination and impact-driven implementation
with representative authorities on behalf of the community. In January, as the W.H.O.
declared public health emergency of international concern to the COVID-19 situation,
heightened awareness in the international community followed immediately provided
grave concern to potential global consequences.10
Lack of effective prophylactic and
cure has been a major public health concern throughout the world, so are challenges
to crisis-time leadership in perspective of shared representative authorities to contain
the crisis without leaving anyone behind. However, every global crisis requires global
responses, making sense of crisis-time vision and program on a purpose highground
of international collaboration, but also winning such imperative at sustaining resilient
causes on behalf of the global community. As argued by Henry Kissinger3
at today’s
COVID-19 crisis, greater shared international purpose is an indispensable leadership
imperative, winning trust from international responses with representative authorities.
Cohering decision-making influence in shared accountability dialogs further plays an
indispensable sense-making role in effective coordination and collaboration at crisis.
Exacerbating public health concern at COVID-19 crisis is not just an unprecedented
dilemma to complex priority judgment across national and global frontiers, especially
from emerging challenges of the new virus strains from the U.K. and South Africa but
also Brazil11
. Winning collective actions at sustaining resilient causes, however, also
further requires shared accountable judgment from each individual nation in terms of
shared orchestrated responses in public health but especially also in socio-economic
terms. On this premise, greater public health response preparedness therefore plays
a key substantive role together with integrated socio-economic responses, especially
in forward-looking outlook of meaningful crisis transition on a purpose highground at
shared resilient causes of sustainable globality (W.H.O.-I.M.F.’s shared leadership12
).
Achieving greater ambition of sustainable impact at scale additionally brings together
sense-making causes and causalities of constructive partnership and collaboration at
today’s frontiers of leadership influence. Immense COVID-19 global crisis underlines
hard realities of unequal management capability especially in competitive responses
with scale and scalability. Corresponding to this challenge, infrastructure investment
is a prudent forward-looking judgment in competitive crisis response and recovery on
a sustainability partnership highground. Franco-German leadership came together at
today’s crisis,13
addressing challenges of long-term public infrastructure conducive to
resilient crisis recovery, and thereby making diplomatic sense of strategic ecosystem
synergy within Europe (such as on the foundation of the E.U. Green Deal) but also in
forward-looking achievement on a global level (contributing to the Paris Agreement6
).

Resonate value proposition at shared resilient causes
Crafting sense-making crisis transformation corresponding to greater representative
purpose is a critical leadership imperative, making sense of shared decision-making
priorities in achievement of sustainable resilient impact, but also in establishment of
forward-looking outlook from a meaningful and achievable mission. Constellation of
winning alliance in competitive transformation at key influencing causes of the crisis
situation is not just an indispensable success factor at today’s complex global crisis.
Orchestrating ecosystem strategy in resonance with shared constructive diplomacy
further plays critical coordinating and sense-making roles, transforming competitive
decision-making influence in stronger command of mutually reinforcing synergy, but
also achieving such objective on a sustainability highground of global crisis recovery.
Winning transformative strategy on this premise makes competitive sense of resilient
ecosystem synergy at greater shared purpose of representative sustainable globality.
EXHIBIT: Reader’s Guide to Resilient Competitiveness
How organizations win resilient competitiveness amid today’s crisis?
1. Make sense of shared global order at crisis:
• Win a representative mission:3,16
Why leadership of the mission makes sense?
• Differentiate with shared commonsense:1,15
How the mission wins greater impact?
2. Win decision influence of crisis transformation:
• Resonate sense-making rationale:13,28,33
How to win the mission at causes?
• Establish key critical priorities:7,25
What’s the sense of priority at crisis situation?
• Bring about change with winning formula:5,9
How to win decision-making influence?
3. Resonate value proposition at shared resilient causes:
• Forge a broad-based partnership highground:2,16
How to bring alliance together?
• Orchestrate virtuous cycle of impact:8,18
How to win mutually reinforcing impact?
• Represent greater sustainable impact:6,35
How to make sense of value judgment?
4. Lead an orderly transition with whole-of-ecosystem resilience:
• Make sense of competitive ecosystem:21,34
How to make sense of scale/scope?
• Differentiate with critical breakthrough:15,21
Why representative progress matters?
5. Transcend global impact with shared commonsense:
• Cohere a sustainable engagement foundation:7,29
Why sustainability matters?
• Lead with a purpose-driven compass:3,33
How the mission wins greater purpose?

Leading competitive transformative ambition in recognition of greater representative
purpose is the most fundamental to winning transformative strategy at today’s crisis.
Complex epidemiological challenge of the global crisis requires competitive strategy,
addressable not just in accountable leadership dialog but also to do so in application
of evidence-based science corresponding to shared root causes of the crisis (refer to
science of COVID-19 transmissions and C.D.C.’s guidance14
). Strategic highgrounds
of competitive global response should additionally also make greater sense of shared
leadership priority toward the end of the international crisis at resilient causes without
leaving anyone behind (in recognition of People’s Vaccine narrative as demonstrated
by broad-based inoculation in India, Indonesia but also Brazil15
). Winning partnership
and collaboration indeed play a key pivotal sense-making role at crisis particularly as
represented by the Vaccine Alliance, successfully piecing together jigsaw puzzles of
science and innovation, but also production of and universal access to effective and
safe vaccine16
(see Winning Transformative Strategy of the Global Vaccine Alliance).
Achieving competitive response and recovery in view of forward-looking ecosystem
resilience is also a pivotal strategic imperative, making sense of mutually reinforcing
synergy but also resonating such merit toward greater shared sustainable purposes.
Strategic structural response on behalf of the global community undoubtedly coheres
greater representative purpose of I.M.F. and World Bank in sustaining recovery from
today’s financial and economic challenge (both institutions provide global assistance
to at least 100 countries or 70% of the global population17
). But competitive structural
ecosystem strategy wins such highground primarily in forward-looking transformation
of greater resilient order, effectively balancing competitive dynamics of response and
recovery in a whole-ecosystem approach and thereby mutually reinforcing objectives
conducive to an effective and meaningful achievement on a sustainability foundation
(as demonstrated by the U.S. Fed Reserve based on whole-of-government impact in
integration of fiscal-monetary policy tools, particularly with mutually reinforcing goals
in price stability and maximum employment towards long-run sustaining equilibrium8
).
Such leadership view sets a hallmark of today’s resilient ecosystem competitiveness.
Cohering resilient competitiveness further makes sense of orchestrating ecosystem
strategy notably on constructive diplomatic highgrounds, resonating shared forward-
looking decision-making incentive to greater sustainable impact on behalf of all in the
global community. Mutually reinforcing resilient synergy indeed serves as a strategic
imperative to long-term ecosystem transition in achievement of greater sustainability
perspective without compromising obligation to meet short-run operational challenge
(Europe’s response-recovery initiative13
toward greater ecosystem resilience across
national-regional frontiers, hand in hand with the E.C.B.’s bond purchase program18
).
But cause-driven ecosystem transformation on sustainability highgrounds, especially
on a global ecosystem level, wins strategic decision influence once engaging dialogs
in greater shared diplomatic priorities — thereby orchestrating structural ecosystem
resilience in constructive partnership and collaboration based on long-term ambition
toward sustaining resilient globality (China’s strategic commitment19
to peak carbon
by 2030 in diplomatic resonance with U.S.’s leadership on tackling the climate crisis20
but also Europe’s green transformation13
in fulfillment of the 2015 Paris Agreement6
).

CASE: Winning Transformative Strategy of the Global Vaccine Alliance
How the Vaccine Alliance wins resilient competitiveness at today’s global crisis?

Immuning the global population against further spread of the virus is arguably a critical
shared priority, leading to resilient recovery at sustainable causes amid today’s crisis.
Recent promise from effective and safe vaccine (particularly based on mRNA innovation21
)
is a welcoming development in forward-looking view towards the end of the crisis. But
potential success on this premise largely depends on competitive orchestrating influence
in partnership and collaboration, ranging from resource mobilization for vaccine research
and procurement, to production and delivery with guarantee to equitable global access for
all. The Vaccine Alliance indeed sets such ambition16
to inoculate the world’s population
by 2021 (see chart)—thereby seeking to end the crisis at greater shared resilient causes.
Represent global ambition to resilient crisis recovery
Success of the U.K.-led Global Vaccine Summit (point A in the chart) is widely praised as
a major turning point amid today’s COVID-19 crisis. Winning orchestrating influence at the
fundamental of purpose-driven global alliance not just represents resolute determination to
end the crisis on behalf of the global community. Constructive empowerment also comes
together at greater shared resilient causes, piecing together jigsaw puzzles from resource
mobilization (in partnership with 190 nations) to science and innovation (in the portfolio of
10 global vaccine candidates) toward fair, just and equitable vaccine allocation for all in
the global community—all as strategic differentiation of the Vaccine Alliance (thanks to the
cross-funding mechanism to assist countries in vaccine access regardless of self-financing
capabilities9,16
). Such unique globally orchestrating strategy underpins shared commitment
in partnership and collaboration from at least 190 global nations (point B), critically winning
representative ambition of the initiative on behalf of the global community at today’s crisis.
Win decision-making influence at greater resilient causes
Emerging market mechanism to finance global vaccine innovation essentially plays a vital
sense-making role on this premise. Greater promise from innovative vaccine discovery as
reflected in advance market commitment22
(to procure and deliver future effective and safe
vaccine to the global community) indeed offers an attractive and competitive opportunity to
the market with shared forward-looking outlook toward the end of the COVID-19 crisis (in
the portfolio of 10 vaccines9
; point C). But shared transformational merit of such decision-
making baseline only comes together on a shared competitive highground once winning
such dialogs in broad-based market participation by individual and institutional investors
in the capital markets, particularly by incentivizing merit-based decision-making influence
from greater perspective of cause-driven resilient global transition without leaving anyone
behind (evidence of competitive market resonance observable since mid-202023
; point D).
Undoubtedly, greater shared prospect to win merit-based judgment competitiveness on a
foundation of evidence-based science and purpose-driven collaboration24
is indeed a vital
orchestrating highground, mutually reinforcing leadership of sustaining resilient recovery
amid today’s crisis (read chart clockwise, interconnecting five leadership steps together).
References: W.H.O. and U.N.,9
Global Vaccine Summit and Harvard Business Review,16
Nature and Science,21
World Bank and Brookings Institution,22
Wall Street Journal and
Int’l Finance Facility for Immunization,23
and Harvard T.H. Chan School of Public Health24

Lead an orderly transition with whole-of-ecosystem resilience
Influence of strategic ecosystem-driven decision in perspective of achievable resilient
crisis transition further differentiates choices of sense-making transformative synergy
in consideration of shared competitiveness agenda, but also in greater strategic roles
of long-term value transition. Representing ecosystem purpose is a strategic agenda
conducive to competitive decision-making influence in forward-looking transformation
of shared resilient priorities, especially toward greater achievement of crisis recovery.
But winning such imperative at greater resilient causes requires broader perspective,
making strategic sense of long-term value competitiveness in today’s transformative
agenda, but also resonating such causes in forward-looking transition of ecosystem
synergy as shared transformative priorities toward representative sustainable future.
Leading ecosystem transition in this sense represents greater purposes of decision-
making influence as global competitiveness agenda at today’s unprecedented crisis.
Winning accountable and responsible ecosystem decision in greater perspective of
long-term crisis transformation is the most important strategic priority, representing
competitive judgment influence therefore sustainable impact from an effective and
meaningful mission. Global crisis response preparedness sets priority at the W.H.O.
on behalf of the international community, 25
especially in consideration of ecosystem-
related agenda regarding emergency crisis response and public health infrastructure
with outstanding socio-economic implications at sustainable causes of the pandemic.
But informed judgment representative to collective responsible action stands out as
key differentiating factor, conducive to effective response and recovery on a sense-
making highground shared by all in the community — essentially in stewardship of
lives and livelihoods without leaving anyone behind (as demonstrated by the World
Bank’s COVID-19 program in Indonesia with key strategic objective to win inside-out
accountable judgment in the community by leveraging outside-in social assistance26
).
Such perspective brings greater purpose to today’s ecosystem competitiveness view.
Representing greater shared resilient purpose of global ecosystem transformation as
shared competitiveness agenda further underlines decision-making influences on the
constructive highground of crisis-time ecosystem governance. Exacerbating situation
driven by critical shortage of medical supplies brings greater concern to today’s crisis
not just in terms of public health response by each individual nation,27
but particularly
also in forward-looking competitiveness perspective of the entire global trade system.
Such view indeed infers that competitive ecosystem synergy assumed by the global
trade diplomacy only makes sense at today’s interconnected crisis once adhering to
greater shared purpose in stewardship of uninterrupted cross-border flows of traded
goods and services notably also in interest of the weakest and the most vulnerable.28
Mutual confidence as shared competitiveness agenda therefore lies at heart of such
dialog, representative to greater shared resilient priorities of the orchestrated global
transition (see Case: Cohering Resilient Competitiveness of the U.N. 2030 Agenda).
Orchestrating sense-making perspective of forward-looking ecosystem transition also
serves as a strategic transformative imperative, leading competitive decision-making
judgment based on achievable ecosystem synergy from sustainable global transition.
Increasing relevance of cross-regional transitional synergy as witnessed in the global
energy sector indeed provides an anecdotal narrative of how shared competitiveness
agenda wins greater priorities from global environmental concern, but also why such
view differentiates greater decision influence with shared socio-economic incentive.29
But resilient competitiveness comes together only with collective ambition especially
on a global ecosystem level,30
making sense of an orchestrated transitional effort on
behalf of the global community with sense-making representative purposes at home
(e.g., E.U.’s Green Deal,13
China’s 14th
FYP,19
but also U.S.’s climate crisis policy20
).

CASE: Cohering Resilient Competitiveness of the U.N. 2030 Agenda
How the U.N. wins orchestrating global influence at today’s crisis?

Global sustainability foundation of the U.N. 2030 agenda provides a unique orchestrating
platform underpinned by shared representative purposes on behalf of the international
community.6
Making sense of complex challenge at today’s COVID-19 crisis, the U.N.
specifically addresses crisis priorities in this framework,5
particularly with focuses across
public health and socio-economic dimensions —thereby seeking to win global collective
action toward the end of the COVID-19 crisis indeed without leaving anyone behind.4
Establish core foundation of global sustainability transformation
Addressing global challenges at today’s sustainability frontiers, the U.N. 2030 agenda was
initially established with representative mechanisms conducive to achieving greater long-
term sustainable impact by leveraging partnership and collaboration of 195 representative
members at the U.N. (point A). Emerging from the G-20 Summit in Hangzhou,32
further
initiative was introduced to complement and accelerate achievement of such ambition in
15 selected areas, such as sustainable infrastructure but also climate and green finance.
Such leadership indeed makes a profound difference for greater prospect to achieve such
ambition emerges from financing sustainable partnership among emerging and advanced
economies,31
particularly on a representative orchestrating platform of the U.N. 2030
agenda as a core foundation of today’s sustainability transition in the global community.32
Make sense of shared global priorities at today’s COVID-19 crisis
Representing crisis priorities on a global sustainability foundation further emphasizes the
U.N.’s leadership narrative at greater resilient causes of today’s unprecedented crisis
(point B). Outside-in competitive influence of the G-20 at today’s global crisis not just
wields substantial momentum at shared resilient socio-economic causes on behalf the
international community.7
Inside-out transformative priorities in six high-stake, inclusive-
impact areas recently introduced by U.N. Secretary-General Guterres also simultaneously
seek to cohere sense-making orchestrating influence from mutually reinforcing actions on
a shared highground—from health and well-being (care and prevention) to sustainable and
just economies (socio-economic resilience) and environmental and urban sustainability.5,33
Greater leadership perspective of priority-driven sustainable transition therefore emerges
on a sense-making highground, orchestrating and transforming a competitive decision-
making architecture toward post-COVID-19 resilient future in dialogs of global partnership
and collaboration (bringing together points A and B in orchestrating a resilient transition,
particularly in the narrative of fair, just and equitable global vaccine for all by 20219,15
).
References: U.N. Secretary-General at U.N. General Assembly,4
U.N. High-Level Political
Forum on Sustainable Development,5
U.N. 2030 Agenda,6
G-20 and IMF,7
W.H.O. and
U.N.,9
Int’l Red Cross and Red Crescent and U.N.15,
Addis Ababa Action Agenda and
Financing for Sustainable Development,31
G-20 and OECD,32
Nobel Peace Prize 202033

Transcend global impact with shared commonsense
Winning forward-looking orchestrating highground of today’s complex crisis transition
finally brings together decision-making influence representative to shared competitive
causes of the international community in perspective of sustaining resilient recovery.
Representing greater sustainability ambition of global crisis transition matters not just
to competitive orchestrating influence of the intended mission in forward-looking view
toward the end of the crisis. Achieving such objectives in strategic transformation on
behalf of the community toward greater shared resilient order at the fundamentals of
socio-economic justice, equality and resilience is all the more vital and indispensable,
particularly with shared commonsense by all across advanced and emerging nations
without leaving anyone behind. Orchestrating resilient competitiveness as discussed
in this contribution therefore offers an unprecedented opportunity in transformation of
sense-making partnership and collaboration on the global sustainability highgrounds.
Empowering collective decision-making influence in greater perspective of sustaining
resilient recovery is the most critical success factor, winning inside-out sense-making
contribution from the community at shared competitive causes of the crisis transition.
Transforming self-conscious behavioral choices mindful of complex evidence-based14
science is undoubtedly a prerequisite to greater shared resilient prospect in stronger
collective command amid the ongoing viral transmission (advocated in Following the
Science dialog by the U.K. Royal Society34
). Respecting such shared global purpose
on behalf of the community in an orchestrated transition however also implies shared
right, dignity and equality, upholding sense-making highgrounds for all as equal and
respectable peers in shared narrative of competitive orchestrated transition (ambition
of the United Nations to deliver 2bn vaccine doses to 195 member states in 20219,35
).
Representative transition indeed infers competitive influence of sustainable globality.
Cohering shared resilient order in establishment of greater socio-economic resilience
further substantiates causes and causalities of competitive transformation particularly
in representative dialogs on a shared diplomatic highground of global crisis transition.
Achieving broad-based socio-economic competitiveness at greater resilient purposes
not just contributes to competitive decision-making influence in today’s complex crisis
transformation on behalf of the representative community (shared highgrounds of the
U.S. Fed Reserve and the E.C.B. at crisis situation8,19
). Representing greater causes
in forward-looking perspective of the international community on this premise further
implies constructive resonance, making competitive sense of sustainable partnership
in shared diplomatic dialog toward stronger achievement of sustaining resilient order
(achievement of G-20’s leadership as assessed by I.M.F.7
in establishment of global
resilient order, also in greater diplomatic dialog of U.N. Financing for Development31
).
Orchestrating resilient competitiveness in shared forward-looking prospect on behalf
of the international community is therefore an unprecedented leadership opportunity
particularly on a strategic highground in greater achievement of resilient world order.
Shoring up global resilience to infectious disease while striving to heal the wounds in
the global economy as argued by Henry Kissinger3
undoubtedly plays a decisive role
in the ongoing collective international effort at crisis. Winning competitive highground
representative to today’s global community in transition nevertheless depends greatly
on substantive strategic and diplomatic resonance at the fundamental of security and
order but also socio-economic well-being and justice toward the end of today’s crisis.
Corresponding to such intellectual challenge, Nobel Peace Prize 202033
has at least
provided compelling arguments of why sustaining resilient order matters but also how
global sustainability development makes sense at today’s crisis transition, so much
on behalf of the global community. Representing global transition can’t matter more.

Enigma of sense-making competitive influence indeed challenges every leadership
decision at today’s unprecedented crisis, so does prospect of resilient global order.
Greater global perspective of effective crisis-time responses nevertheless not only
opens up competitiveness dimensions addressable at shared interdependent causes
in the society and the economy. But cause-driven interdependent priorities also bring
sense-making purposes to competitive ecosystem judgment, orchestrating crisis-time
response and recovery on a transitional sustainability pathway shared by all in the
international community. Indeed, today’s crisis only renews and reinvigorates sense-
making purpose of greater resilient global order, cohering competitive orchestrating
influences at toughest sustainability frontiers of today’s interdependent globality.
Sustainability already shapes today’s global competitiveness. But what’s your take?
Cited References in Appearance Order
1
Duflo E. and Banerjee A. (2020). “A Prescription for Action: Nine Steps after the Next 21
Days,” by Nobel Laureates Esther Duflo and Abhijit Banerjee, The India Express,
Mumbai, Mar 29, 2020: https://indianexpress.com/article/opinion/columns/india-
lockdown-coronavirus-infection-abhijit-banerjee-esther-duflo-6336624/
2
Secretary-General António Guterres (2020). “Shared Responsibility, Global Solidarity:
Responding to the Socio-Economic Impacts of COVID-19,” New York City/Geneva,
Mar 31, 2020: https://www.un.org/sites/un2.un.org/files/sg_report_socio-
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priority-setting/en/

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