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From Rap Battles to Nepal’s Top Job: Balendra Shah’s Rise

KATHMANDU, Nepal — Balendra Shah, the rapper who once railed against Kathmandu’s corruption, is poised to become Nepal’s next prime minister. The 35-year-old, widely known as Balen, captured the hearts of young voters who grew up streaming his underground rap, turning his music into a political movement.

Shah’s Rastriya Swatantra Party (RSP) secured the largest mandate in Nepal’s modern electoral history, following nationwide elections triggered by youth-led protests that toppled the previous government. Shah is expected to take office in the coming days after the formal declaration of results.

“Because of Balen, this nation is happy, tears of joy are flowing,” said supporter Sakchyam Sangraula at a celebration in Damak, Jhapa district.

Born in 1990 to an Ayurvedic doctor and a homemaker, Shah studied structural engineering in Nepal and India while building his rap career. His lyrics highlighted systemic inequality and corruption, earning him a devoted following.

As Kathmandu’s mayor, Shah led clean-up drives, demolished illegal structures, and live-streamed council meetings for transparency. He also drew attention for his provocative stances toward India and China, asserting Nepal’s sovereignty in disputed territories.

Shah’s ascent reflects a generational shift in Nepalese politics. After months of protests against corruption and social media blackouts, young voters propelled him from cultural icon to national leader.

On the streets of Kathmandu, supporters celebrate, hoping Shah will honor his promises. “We trusted you, now you should not play with our trust,” said Aayush Bhattarai, reflecting the optimism and pressure surrounding Nepal’s youngest prime minister.

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Resources Ignite Gen AI Innovation

By Dr. Gleb Tsipursky

The future of your business hinges on your ability to embrace and effectively utilize Generative AI (Gen AI). To do so requires fostering an innovative culture of experimentation with this powerful technology. Yet it’s not simply a matter of encouraging your employees. It demands concrete investments in time, tools, and support to overcome challengesand manage risks effectively. Without these crucial resources, even the most enthusiastic teams will struggle to unlock Gen AI’s transformative potential. It’s akin to giving a master chef the finest ingredients but no kitchen – the potential is there, but the means to realize it are absent. This is about shaping the future of your industry.

The Currency of Gen AI Innovation: Time

Time is arguably the most precious commodity in the realm of Gen AI experimentation. In today’s fast-paced business environment, employees are often consumed by daily tasks, leaving little room for creative exploration. This constant pressure stifles innovation.

Without these crucial resources, even the most enthusiastic teams will struggle to unlock Gen AI’s transformative potential.

To counter this, organizations must intentionally carve out dedicated time for Gen AI exploration. This could involve structured “innovation hours,” focused “hack days,” or intensive project sprints where teams can temporarily set aside their routine responsibilities and immerse themselves in Gen AI initiatives. This echoes the approach of companies like Google, which famously allowedemployees to dedicate 20% of their time to personal projects, resulting in groundbreaking innovations like Gmail and AdSense.

While a 20% model may not be feasible for all organizations, even smaller, dedicated time blocks—a few hours per week or periodic “innovation sprints”—can have a profound impact. These periods offer employees the mental space and freedom to brainstorm, test, and refine ideas without the constraints of daily pressures, signaling that creativity and experimentation are integral components of the work week.

Equipping Gen AI Innovation for Success: Tools and Technology

Beyond time, access to advanced tools and technologies is paramount for successful Gen AI experimentation. The efficacy of these experiments often depends on a robust technological foundation, encompassing cloud computing platforms, scalable data storage, high-quality datasets, and sophisticated machine learning environments. Without these resources, teams may encounter obstacles in scaling their experiments or fully exploiting the capabilities of Gen AI solutions.

For instance, cloud-based platforms like Amazon Web Services (AWS), Microsoft Azure, and Google Cloud provide the necessary computational power to execute complex AI models. Data also plays a crucial role. Access to high-quality, well-organized, and diverse datasets is a prerequisite for training effective AI models. Organizations must invest in robust data infrastructures—including data lakes, real-time data pipelines, and data governance frameworks—to ensure that experimentation with Gen AI yields optimal results. Ensuring that data is readily accessible, ethically sourced, and meticulously curated empowers teams to experiment with AI models in meaningful and scalable ways.

Moreover, organizations should consider leveraging synthetic data, which can be generated to simulate real-world data, especially when working with sensitive or limited data sources. In addition to infrastructure, providing cutting-edge tools and software specifically designed for AI development is crucial. These might include platforms for natural language processing (NLP), automated machine learning (AutoML) tools, or AI-driven analytics platforms.

By equipping teams with such tools, organizations enable them to focus on solving business challenges, rather than spending excessive time and effort setting up complex systems from scratch. Access to pre-built AI modules or open-source AI libraries can significantly accelerate the pace of experimentation, reducing the technical barriers that might otherwise slow innovation. Furthermore, collaboration platforms such as GitHub, Slack, or Microsoft Teams can be used to streamline the sharing of ideas and foster teamwork during Gen AI projects.

The Power of Support: Mentorship, Training, and Expertise

Support, encompassing mentorship, training, and access to external expertise, is equally critical to the success of Gen AI experimentation. Gen AI is a rapidly evolving field, with new breakthroughs, methodologies, and best practices constantly emerging.

To keep pace, organizations must invest in continuous learning and upskilling for their teams. This can take various forms, including internal training programs, external workshops, conferences, or partnerships with educational institutions and industry experts. Leaders should encourage employees to take advantage of these opportunities to deepen their understanding of Gen AI, as well as adjacent fields like data science, AI ethics, and advanced analytics.

Mentorship is another powerful tool. By pairing employees experimenting with Gen AI with more experienced data scientists or AI specialists, organizations create a structure for knowledge transfer that can accelerate learning. Mentors can offer guidance on best practices, troubleshooting, and emerging trends, helping teams navigate the complexities of AI projects more effectively.

Mentorship can also reduce the fear of failure by providing reassurance and support during difficult phases of experimentation. For example, if a team is struggling to get a machine learning model to perform as expected, a mentor with experience in model tuning or feature engineering can offer valuable insights that might take the team in a new, more successful direction.

In addition to internal support, collaboration with external experts can be invaluable. For many organizations, the technical complexity of Gen AI can present a steep learning curve. Partnering with third-party consultants, industry leaders, or AI research firms can provide access to expertise that would otherwise be difficult to develop internally. External partners can offer fresh perspectives, introduce cutting-edge methods, and help steer AI experiments toward best-in-class solutions.

Additionally, learning from case studies of other organizations that have successfully implemented Gen AI can provide critical insights and lessons that may guide experimentation efforts and help avoid common pitfalls. For instance, consider consulting studies by McKinsey and other organizations on best practices for Gen AI deployment.

When employees feel supported in their experimentation efforts—whether through mentorship, training, or external collaboration—they are more likely to take bold, innovative risks. A supportive environment with psychological safety empowers teams to challenge assumptions, push the boundaries of what is possible, and remain resilient in the face of setbacks. It enhances employees’ confidence in tackling complex AI problems, knowing that they have the necessary resources and guidance to succeed. A culture that emphasizes continuous learning and offers access to expert knowledge increases the likelihood that experimentation will lead to innovative solutions rather than dead ends.

Finally, the allocation of sufficient financial resources is essential to sustain experimentation with Gen AI. Investing in AI initiatives can be costly, whether in terms of infrastructure, personnel, or external partnerships. To ensure the success of Gen AI experimentation, organizations must budget for the acquisition of AI tools and technologies and the potential for trial and error. AI experiments can take time to yield results, and it is essential that teams have the financial runway to continue experimenting without the constant pressure to deliver immediate outcomes. Providing long-term investment in AI projects demonstrates leadership’s commitment to Gen AI as a strategic priority and reassures teams that they have the backing necessary to take risks and innovate.

Client Case Study: Mid-Size Manufacturing Firm

Recently, I consulted with a mid-sized manufacturing company struggling to optimize its supply chain. They faced frequent disruptions, leading to production delays and increased costs. I worked with their leadership to implement a structured Gen AI experimentation program.

To ensure the success of Gen AI experimentation, organizations must budget for the acquisition of AI tools and technologies and the potential for trial and error.

First, we allocated dedicated “innovation sprints,” one week per quarter, where a cross-functional team focused solely on Gen AI solutions for supply chain management. Second, we invested in a cloud-based machine learning platform and provided training on relevant AI tools and techniques. Third, we partnered with a data analytics firm to help curate and prepare their supply chain data for AI model training.

The results were clear. After six months, the company developed a Gen AI model that could predict potential supply chain disruptions with 92% accuracy, compared to their previous 73% rate using their old methods, allowing them to proactively mitigate risks much more effectively. This resulted in a 15% reduction in production delays and a 10% decrease in inventory holding costs.

The Future of Gen AI Innovation

The landscape of Gen AI is dynamic, constantly evolving with new discoveries and applications emerging at a rapid pace. For organizations truly committed to harnessing its power, the journey of experimentation is not a one-time project, but rather an ongoing process of learning, adaptation, and refinement. By investing in the necessary resources and fostering a culture that embraces experimentation, businesses can position themselves at the forefront of this transformative technology, ready to capitalize on the opportunities that lie ahead.

About the Author

Dr. Gleb TsipurskyDr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business ReviewInc. MagazineUSA TodayCBS NewsFox NewsTimeBusiness InsiderFortuneThe New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consultingcoaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

How the US/Israel War Against Iran Undermines Global Economic Prospects

By Dan Steinbock             

The chaotic conditions created by the US/Israeli war against Iran are now in an escalatory phase. The reverberations will be severe worldwide.

Expresso: U.S. President Donald Trump is scheduled to visit Beijing for a high-stakes summit with Chinese President Xi Jinping at the turn of April. Will the trade talks be threatened by the Middle East War?

By destabilizing the entire region, the US/Israeli War poses a risk not only to China, but the entire world, particularly to the energy importers in the Global South.

Despite its current energy sufficiency, this crisis poses huge risks to the US as well, due to elevated energy prices, the likely return of stagflation, the billion-dollar daily bill for the attacks and rapidly-rising debt. Hence, the Pentagon’s reported request to ask Congress for an additional $50 billion to fund the war with Iran, on top of a $1.5 trillion budget request.

Ironically, the Iran war may strengthen Beijing’s bargaining position in the trade talks. China may seek to leverage its response to the US strikes to secure a more durable truce.        

US and Israel, different goals    

E: China is sending a special envoy Zhai Jun to the Middle East to de-escalate the situation. Is Operation Epic Fury, as it is known in the US, intended to continue until the objectives defined by Trump and Israel regarding Iran are achieved?

Deliberate targeting of civilians and civilian infrastructure represents a gross violation of international law and war crimes.

China’s envoy will seek a path to de-escalation. This has long been the consistent Chinese stance. But the US stance, and certainly the view of Prime Minister Netanyahu, suggests that hostilities will prevail until Iran’s military capacity is dismantled or the regime capitulates. After all, the two began the war when the peace talks in Oman were about to succeed.

Neither President Trump nor the Israeli government have clearly stated the objectives for their massive attacks. Furthermore, their strategic objectives are divergent. The US administration’s objective seems to be to dismantle the Iranian leadership and gain control of Iran’s massive untapped energy reserves. Whereas PM Netanyahu has long sought to fragment Iran as a nation (see my The Fall of Israel, 2024).

Operation Epic Mistake? 

Operation Epic Fury is Israel’s “Operation Roaring Lion” disguised. It reflects the interests of the Netanyahu government, which has a rationale for the endgame. By contrast, the US administration has alienated most Americans and even its MAGA base. This is why Iran’s leaders call the US/Israeli operation “the Epic Mistake.”

There have already been thousands of deaths and tens of thousands of injured in Iran, with 3.2 million people displaced in Iran and 800,000 in Lebanon. Amid the fog of war, Israel seeks to extend its obliteration doctrine – one that I describe in The Obliteration Doctrine (2025) – from Gaza and South Lebanon to Iran.

The US/Israeli strikes violate Article 2(4) of the UN Charter, which prohibits the use of force against the territorial integrity of another state. According to Amir Saeid Iravani, Iran’s ambassador, US/Israeli airstrikes have destroyed or damaged nearly 10,000 civilian locations, including homes, schools, and healthcare facilities. Deliberate targeting of civilians and civilian infrastructure represents a gross violation of international law and war crimes.

Meanwhile, in the occupied Palestinian territories, terror reigns in Gaza, while ethnic cleansing is deployed in the West Bank to create “new facts on the ground.”

Few short-term gains, huge long-term losses          

E: With the problems in the Strait of Hormuz and risks in the Red Sea, who will be the main beneficiaries of this energy crisis regarding critical supplies to China and Asia?

With the disruption in the Strait of Hormuz, the primary short-term beneficiaries may feature those energy exporters—Russia, the US, possibly Turkmenistan, Kazakhstan, and Australia—that can bypass Middle Eastern chokepoints through pipelines or alternative maritime routes.

In the long-term, all stakeholders will lose. There are no winners in trade wars, cold wars, and unwarranted hot wars. And this war against Iran could have far, far worse long-term implications than the proxy wars in Ukraine and Gaza. If President Trump presumed it would be Venezuela déjà vu, the awakening will be brutal.

Worse, Trump’s order to bomb 90 military targets in Kharg Island, the heart of Iranian oil industry, and his threat to target Iran’s oil facilities “next time” have drastically raised the stakes in the Gulf.

Is it still too early, as the IMF Managing Director says, to assess the impacts of this war on 2026 growth and inflation forecasts?

The early damage has already occurred. The long-term impact on will depend on the conflict’s duration and whether it escalates into a wider regional war. Things won’t get better until they get worse.

Dire but divergent impact on Asia       

E: Which regions or sectors in Asia are more fragile and likely to be most affected in terms of growth and inflation? Or are the fundamentals in Asia resilient to this shock, particularly in China and ASEAN?

The year 2026 will likely see increasing economic divergence in Asia. Technology-driven economies could remain resilient. Those reliant on traditional manufacturing face intense competition and trade policy pressures. In turn, commodity-dependent economies reliant on oil imports will be hit from all sides.

Thailand, Indonesia, and the Philippines are likely to underperform. Those countries with a “China+1” strategy (e.g., Vietnam, Malaysia, Thailand) cope with new risks and higher operating costs.

However, export-dependent advanced manufacturing economies such as Taiwan, Singapore, Korea, and Malaysia could remain resilient, driven by AI-related demand, advanced electronics, and FDI.

Impact on China’s prospects 

The Iran shock poses an economic threat to China, primarily through a surge in oil prices. Beijing imports 90% of Iran’s crude and 50% of its total energy from the Middle East. With the disrupted routes in the Strait of Hormuz, the conflict is forcing higher shipping costs.

But unlike the West, China has also long prepared for the Iran crisis. To a degree, its large oil stockpiles and shift to electric vehicles can help insulate the economy from supply disruptions.

E: Can China can maintain the political goal of a growth of 4.5-5% for 2026? Will the dynamics of its internal market accommodate the problems in imports and exports?

The internal market’s ability to accommodate or offset trade problems is the primary economic challenge for 2026. Amid a long property slump, it faces elevated trade headwinds (US tensions, Iran war), cautious consumption, structural rebalancing toward high-tech (AI, green energy) and services.

A longer global energy crisis would pose a global challenge. The longer this war is allowed to continue, the more the future prospects of all major economies will be penalized.

Severe hits in Asian markets     

E: In the exchange markets, Asia was the most ‘injured’ last week with a collapse particularly at Seoul and significant lows in Tokio. Thailand and Taiwan. Why?

In the past two weeks, the MSCI AC Asia Pacific Index has declined by 8.6%. That’s 2.5 times more than the MSCI World Index. The sharp decline is driven mainly by a perfect storm of regional energy dependencies and a sudden reversal in technology sector momentum.

When the US/Israel Iran attack led to the closure of the Strait of Hormuz, the skies darkened in Asia. South Korea, Japan, and Thailand import nearly all their crude oil and natural gas through this chokepoint.

Global shipping traffic through the region has already plunged. A full month of closure would exhaust “just-in-time” inventories for electronics and automotive sectors in Asia and Europe.

Brent prices peaked near $120 on Monday, March 9; the largest surge in a single week in modern records. The release of emergency reserve releases buys time, but if that time is not well-spent, the prices will soar again.

Brent crude oil scenarios are dictated by the status of the Strait of Hormuz. Even base-case is now around $95-$100 per barrel. A prolonged disruption would result in Brent averaging at $110-$140. A sustained blockade would push prices above $150.

What happens in Asia won’t stay in Asia       

E: What could be the combined effect of this Middle East war with the new global 10% tariff framework (possibly 15% still this year)?

The combined effect of the Middle East conflict and a global 10–15% tariff framework could morph into a highly damaging supply shock, at the worst historical moment.

In a geopolitical and trade “dual shock,” inflationary pressures and growth stagnation hit simultaneously from two different directions. The longer the duration of the crisis, the more corrosive the stagflation impact would be.

The longer the duration of the crisis, the more corrosive the stagflation impact would be.

Worse, what happens in Asia won’t stay there. Since emerging economies in Asia account for some 60% of global growth, anything that undermines their economic expansion will penalize the already-dire global prospects.

This is a short/updated version of Dr Steinbock’s Q&A with Expresso, a leading Portuguese weekly, along with economist Barry Ehrenreich and other international experts, on March 9 and 12, 2026.

About the Author

Dr Dan SteinbockDr. Dan Steinbock is an internationally recognized strategist of the multipolar world and the founder of Difference Group. He has served at the India, China and America Institute (USA), Shanghai Institutes for International Studies (China) and the EU Center (Singapore). For more, see https://www.differencegroup.net

 

Can Companies Today Remain Profitable Without Hiking Prices?

By Jerry Haar

Corporations can enhance profitability without hiking prices and all the while maintain and even boost quality. How companies respond does not depend upon a nation’s fiscal and monetary policy but on corporate leadership. It’s up to firms alone to do the right thing, for their customers and shareholders.

Sir Isaac Newton’s “Universal Law of Gravitation” states that whatever goes up must come down. Obviously, Sir Isaac has not been to the grocery store lately.

In early 2026, evidence suggests that many companies are indeed raising prices above the current rate of inflation. While the official inflation rate sat at approximately 2.4% to 2.7% as of early 2026, multiple reports indicate that businesses across various sectors have implemented price hikes in the high single-digit or even double-digit percentage points.

Adobe Digital Price Index online prices posted largest monthly increase in a dozen years in January, driven by high prices for electronics computers, appliances, furniture and bedding. Specific examples include video streaming and rental subscriptions jumping 30% year-over-year, computers and hardware increases (Dell and HP have confirmed price increases of 15% to 20% for 2026, citing global memory chip shortages) while health care, insurance and electricity have surged as has dining out (4.6%). Beef prices have increased by double digits and instant coffee 24%.

More than half of small business leaders said they planned price increases in the next 3 months according to December survey of 600 entrepreneurs by Vistage Worldwide. The key factors driving this trend include “tariff pass-throughs”. Companies like Levi Strauss and McCormick & Co. have cited new import tariffs as a primary reason for increasing prices by amounts that exceed the general inflation rate. Another is rising operational costs. Significant jumps in health insurance premiums (up to 14%) and labor costs have pushed businesses to raise their own rates to maintain margins. Then there are corporate profit margins. `A 2024 FTC report found that some grocery retailers used rising costs as an opportunity to further hike prices and increase profits, with revenues outpacing costs by more than 6% to 7% in recent years.

Whether corporations are responsible for “greedflation”—defined as firms using the cover of inflation to hike prices and expand profit margins beyond what is necessary to cover higher costs—is a subject of intense debate among economists, politicians, and researchers, with evidence suggesting a significant role in certain sectors but dispute over its overall impact on inflation.  macroeconomic policy that had led spending to explode, forcing up all prices in the medium-term.

Whatever the case, the larger question is: Can a company remain profitable today without raising prices? The answer, in many instances, is “yes.” Examples abound. Take consumer product companies. They can avoid raising prices and even improve quality. One way is through operations efficiency, with food and CPG manufacturers lowering ingredient, manufacturing and logistics costs through better sourcing and process improvements. Supply chain optimization is yet another way. Tight inventory management and better forecasting free up room to absorb inflation without lowering quality.

Additionally, retailers and brands are using analytics and AI to fine-tune promotions, discounts and channel strategies rather than across the board price hikes. Product and packaging innovation to increase perceived value is yet another way. Companies are innovating formats and packaging to deliver more uses per unit or a better experience at similar cost. For example, Lush, the British cosmetics retailer, introduced solid shampoos and conditioners that are more compact, reducing packaging and typically provide more washes per bar than many liquid equivalents, boosting value while supporting premium positioning. In addition to lower packaging and shipping costs, not to mention more uses per unit, Lush’s strong sustainability credentials resonate with the firm’s customer profile.

Other notable firms that focus on improving value and quality at lower prices include IKEA, Dell, Lands’End, Mint Mobile, Honda, Toyota, Aldi and Patagonia. These firms realize as Benjamin Franklin asserted: “The bitterness of poor quality remains long after the sweetness of low price is forgotten.”

While corporations are generally profit-maximizers, evidence suggests that in the post-pandemic, high-inflation environment, some corporations with high market power engaged in opportunistic pricing, contributing to higher and more persistent inflation than would have occurred otherwise.

The above examples clearly illustrate that corporations can, indeed, enhance profitability without hiking prices and all the while maintaining and even boosting quality. How companies respond does not depend upon U.S. fiscal and monetary policy but on corporate leadership. It’s up to corporations alone to do the right thing, for their customers and shareholders.

About the Author

JerryJerry Haar is a business professor at Florida International University and a fellow at both the Baratta Center for Global Business Education at Georgetown University and New York University’s Development Research Institute. He is also a member of the International Executive Resources Group.

Will Africa Test Check or Speed Beijing’s Plans to Globalise the Yuan? 

By Barbara Kelemen

China is utilising Africa as a strategic testing ground for yuan internationalisation to challenge US dollar dominance and potentially bypass Western sanctions. While lower transaction costs benefit African debt management and international trade, the strategy faces risks from the yuan’s limited convertibility, domestic Chinese economic imbalances, and escalating US-Sino geopolitical tensions.

As part of efforts to expand its economic influence worldwide and strengthen its financial resilience, China is seeking to internationalise the yuan,  increasingly using Africa as a testing ground for the ambitious strategy.

Attempting to vie globally with the US dollar is risky for Beijing as it could undermine its own economic model and restructure power dynamics in the country.  Broader adoption of the yuan as a settlement currency might also leave China’s African partners – governments and companies alike – facing economic headaches. 

China has long-standing, substantial economic ties with Africa, which, for Beijing, makes the region an optimal testing ground for its currency strategy.  China is a significant lender and major trading partner for several countries on the continent. Its engagement is in part driven by a desire to source African commodities, such as critical minerals and agricultural products, but it is also credited with overseeing massive infrastructure development. The latter is linked to China’s ‘Belt and Road’ strategy to establish interconnecting business and transport corridors around the world.

While China’s economic ties with Africa have benefited a good number of African countries, many are paying back expensive dollar-denominated loans and local companies are using often-scarce dollars to import Chinese goods. So, for African governments and local commercial entities, it makes financial sense to step up use of the yuan, as its trading and interest costs are lower.

Challenging the dollar

Internationalisation of the yuan is a direct challenge to the primacy of the dollar and, by extension, US economic dominance. For a long time, the idea that the yuan could compete with the dollar as part of an alternative financial system has been dismissed by economists, and it continues to be so as we are nowhere near a point where the yuan could displace the dollar as the world’s primary reserve currency.

Greater adoption of yuan would lead to increased demand and therefore appreciation pressures. But China has traditionally kept the value of its currency low for two principal reasons, one financial and the other socio-political. Strong currency could undermine China’s manufacturing-based economic model that depends heavily on producing relatively cheap goods for developed and developing markets. At the same time, a stronger yuan would tilt domestic economic power away from exporters and manufacturers to importers and consumers. That might upset a carefully-managed balance between sectors of the economy – disruption which, in turn, could lead to domestic tensions.

Cautious approach to yuan globalisation

While a transfer of financial muscle from certain economic groups to others might be inevitable, there are limits to the pace at which it can proceed, as there is an entrenched belief in China that any kind of change is bad if it happens too quickly and threatens the functioning of the state.

China, however, seems prepared to manage such risks in order to achieve its broader strategic goals. Internationalisation of the yuan would enable it to wield substantially more economic influence worldwide. At the same time it would also make China more resilient by creating an alternative system to circumvent potential Western sanctions. And what we have been seeing over the last year or so is that China has taken steps, albeit gradual, to begin this process.

African testing ground

With its moves to promote yuan adoption in Africa, an attempt is now underway to see how direct yuan competition with the dollar might play out, not least in China. Over the past year, a number of countries, notably Kenya, have been considering or have recently converted their dollar-denominated debt to China into yuan. And the Bank of Zambia confirmed this year that it now allows mining companies to settle mining royalties in yuan.

But there is a downside to all of this. While debt-for-currency swaps could enable countries to manage their debt burden more effectively, the yuan’s limited convertibility is an issue and the IMF has warned about risks around fluctuations in the yuan’s exchange rate.

At the moment, Beijing has zero-tariff deals with dozens of African countries (which come into effect in May 2026). With some domestic industries already concerned that they will be squeezed out of their own home markets by a flood of cheap Chinese goods, yuan adoption would probably exacerbate this effect by reducing transaction costs. There is also a risk that states focused on yuan-denominated trade with China will find it harder to pursue stuttering African economic integration, especially since central to the process is the use of local African currencies via cross-border payments systems.

Prospects for western investors

For multi-nationals with commercial interests in Africa, the gradual adoption of the yuan also has costs and benefits, but decision-makers should be able to adjust their business strategies to mitigate the former.

On the plus side, multi-national subsidiaries in Africa importing Chinese components might see lower transaction costs, as they will not have to convert local currency into dollars and then into yuan. These subsidiaries may also be able to access more convenient yuan-denominated loans to expand domestically and regionally, and would also gain from any Chinese financing of local logistical infrastructure.

Yet while there are opportunities, there is significant risk for multi-nationals operating in Africa. With the increasingly adversarial nature of US-Sino relations, corporates exporting to America from countries deemed by Washington to be too closely engaged with China might find themselves subject to higher US tariffs and other economic restrictions. So business strategies need to take particular heed of the elevated political risks of commercial ties with African countries deep within the Chinese economic sphere of influence. 

It’s too early to say whether China’s efforts to expand yuan usage in Africa will persuade it to accelerate the process on the continent and extend it to other regions. In the relatively short time the African test has been underway, the signs are that it is proceeding well. But associated problems, for Beijing and its partners, are more likely to be felt over a longer period of time, as yuan adoption in Africa works through local economies and China itself. Chinese officials will be closely monitoring this, very much aware that while they are eager to expedite the experiment, they must be alert to unintended consequences.

About the Author

Barbara KelemenBarbara Kelemen is Associate Director for Geoeconomics and Global Risks at Dragonfly from Dow Jones, based in New York. She specialises in geopolitics, trade, security, and markets, with expertise in political risk and macroeconomics. Previously Head of Asia at Dragonfly, she is a CEIAS research fellow and has published widely on China and global affairs.

Do Canadian Casino Wins Spike After 9PM? Inside the Friday Night Liquidity Question

There is a certain kind of casino player who opens a slot at 2:15 on a Tuesday afternoon, spins for twenty minutes, loses C$34, shrugs, and gets on with their day.

And then there is the Friday night player.

Different animal entirely.

That second player is not killing time between emails or sneaking in a few blackjack hands before dinner. They are settled in. Phone charged. Drink nearby. Group chat open. Maybe hockey on in the background. Maybe music. Maybe a weird confidence that tonight feels different, which is usually how expensive evenings begin.

That difference matters more than most casino review sites admit.

A lot of content in this space talks about RTP as if it floats above the world untouched by human behavior. Cold number. Fixed number. Theoretical return over millions of rounds. Fine. True enough. But that is not how players experience online casinos, and it is definitely not how sessions unfold in the real world. People do not play the same way at 1PM on a Wednesday as they do at 10:40 on a Friday night. They just do not.

That is the idea behind this study by onlinecasinolabs.com.

Not to prove that casinos secretly loosen games after dark. That old myth refuses to die and deserves to. But to look at something more interesting, and honestly more useful. Whether Canadian players behave differently after 9PM, and whether those differences make wins feel more frequent, losses hit harder, and sessions spiral faster than they do during quieter hours.

Because sometimes the story is not in the software. Sometimes it is in the person holding the phone.

The wrong question players keep asking

People love asking whether casinos pay more at night. You see it in forums, comment sections, Reddit threads, even in half whispered conversations between friends who know just enough about gambling to be dangerous.

Do slots hit more after 9PM?
Is blackjack softer late at night?
Are weekend sessions better for winning?

The short answer is no, not in the literal sense. Licensed online casinos serving Canadians do not sit there nudging RTP up and down like a bartender changing the music. That is not how regulated gaming works. Random number generation does not care whether it is Friday or whether you have had two beers and a burst of optimism. If you want the dry, official version of how game fairness is treated in Ontario, the frameworks around regulated internet gaming are laid out by iGaming Ontario and the Alcohol and Gaming Commission of Ontario. Those pages are not exactly bedside reading, but they matter.

Still, the boring answer misses the better one.

Games may not change. Players do.

And when players change, outcomes change in ways that feel suspiciously like the games themselves have shifted.

Friday night is not just another session

The Friday night casino session has its own mood. That matters. Mood changes pace. Pace changes decisions. Decisions change bankroll survival.

Someone playing in the afternoon often treats gambling like a side activity. A few spins while waiting for a meeting. A short live dealer session before heading out. Less commitment. Less emotional load. Less urgency to win something back before logging off.

Night time is messier.

By 9PM, especially on Fridays and Saturdays, people tend to stay longer. They deposit in rounder numbers. They are more willing to jump from low volatility slots into something swingy and dramatic because the point is not just entertainment anymore. The point becomes momentum. They want a run. They want a story. They want that screenshot you send to a friend with too many exclamation marks.

That shift can make wins look bigger than they are. It can also make losses pile up in a way that feels sudden, even when it is just a series of small bad choices made a bit faster than usual.

And speed is the detail most people ignore.

You can survive mediocre decisions if they are spaced out. You can pause. You can think. You can get distracted by the dishwasher or a phone call or life. But compress those same decisions into a tight hour late at night, throw in autoplay, a bonus hunt, maybe a missed sense of where the bankroll has gone, and the whole session starts to feel less like play and more like drift.

Not malicious drift. Human drift.

Why late night sessions feel hotter

Part of this is simple psychology. Part of it is bankroll mechanics. Part of it is that people remember drama more vividly than they remember math.

A player who lands two decent bonuses in a short late night session walks away convinced that evenings are lucky. A player who gets buried after chasing for ninety minutes often says the opposite. What sticks is not the average. It is the emotional spike.

And evening sessions produce more spikes.

Higher bet sizes do that. Longer sessions do that. More volatile games definitely do that.

A person staking C$0.40 a spin in the afternoon can play for a while without much happening. A person staking C$2 or C$3 a spin at night enters a completely different experience. Same casino. Same RTP on paper. Completely different rhythm. Suddenly you are getting the kind of balance swings that make people believe in patterns that are not there.

This is where the liquidity idea gets interesting.

Not liquidity in the corporate finance sense. Not the dull boardroom version. Player liquidity. Session energy. The amount of money entering live gameplay during certain windows because more people are active, more money is being staked, and more risk is being taken per minute. When people ask whether Friday night is better for winning, what they often mean is whether Friday night is louder. Denser. More alive.

And yes, it is.

That does not guarantee better results. It just produces more moments that feel like evidence.

The Canadian angle makes this more interesting

Canada is a particularly good market for this kind of study because player behavior is split across different realities at once.

Ontario has a regulated market with formal oversight and a growing list of licensed operators. The rest of the country remains more fragmented, which means player experiences vary depending on where they are, what sites they use, and what payment methods they trust. Then you add timing. Weather. Sports calendars. Long winters. The fact that people spend half the year looking for ways to stay entertained indoors without putting on boots.

That all filters into gambling behavior.

Cold Friday in January in Ontario. Snow coming sideways. Plans cancelled. You can practically hear the deposit page opening.

And even outside seasonal effects, the Canadian player base has its own quirks. Interac makes deposits frictionless. Mobile play is dominant. Casino sessions often sit alongside sports betting, not separate from it. A player waiting on a third period comeback might open a slot for ten minutes and then stay for an hour because one thing bled into another.

That kind of crossover matters. It changes intent. A pure casino session behaves one way. A casino session that started as a side quest to a hockey bet behaves another way entirely.

What this study should actually measure

If you want to do this properly, you do not just compare wins at 3PM and 10PM and call it insight. That would be junk.

You need to track session conditions.

Average bet size is one. Session length is another. Game type matters a lot. So does whether a deposit was made before the session, whether a bonus was active, whether the player increased stake size after a losing run, whether they switched from table games into high volatility slots after dark. Those patterns tell you more than win rate alone ever could.

Because what you are trying to isolate is not whether the casino changed, but whether the player became a different version of themselves as the evening wore on.

I would also want to separate weekday nights from Friday and Saturday nights. They are not the same creature. Thursday night can still have traces of restraint. Friday tends to arrive with looser habits and a stronger appetite for risk. Saturday is often stranger still. Longer sessions. Less urgency. More bounce between games. More chasing disguised as entertainment.

And one more thing. This matters more than people think.

You would need to account for session endings, not just session starts.

A lot of people start casually and end recklessly. That transition is where the real story probably lives.

Why operators love late night traffic even when nobody says it out loud

Casinos may not change game outcomes at night, but there is no question they understand player rhythms.

Promotions tend to land at convenient times. Push notifications are not sent into the void by accident. A bonus reminder at 8:47PM is not there because someone in marketing suddenly felt poetic. It is there because the operator knows when people are likely to convert a passing thought into a deposit.

And that is the thing about online casinos. The game is only one layer. The product is timing, friction, mood, interface, payment flow, urgency, and the little bits of copy that make a deposit feel normal when maybe it should feel like a choice worth pausing over.

Late night play sits right in the sweet spot for all of that.

People are tired enough to click faster. Relaxed enough to justify it. Bored enough to stay. Hopeful enough to redeposit.

Not everyone, obviously. But enough.

That is why a serious study here has editorial legs. It is not just another casino article. It is consumer behavior. It is digital habit. It is the economics of boredom with a spinning reel on top.

There is also a broader context worth noting. Gambling participation in Canada exists within wider conversations around risk, routine, and public health, which is why resources from groups like the Centre for Addiction and Mental Health are worth keeping in the background of any serious discussion. Not because every player has a problem. Most do not. But because time of day, emotional state, and impulsive spending have never been separate topics.

So do wins spike after 9PM?

Maybe the better way to put it is this.

The experience of winning probably spikes after 9PM.

Not because the math changes. Because the session does.

There are more dramatic bets. More aggressive game choices. More emotional momentum. More willingness to keep playing through a rough patch because the night still feels young and the next bonus round might fix the mood. That environment produces sharper highs and uglier lows, which is exactly why so many players walk away convinced that night time gambling is somehow a different beast.

In practice, it is.

Just not in the way they think.

If this study is done properly, I suspect the result will be less glamorous than the myth but more revealing than the usual affiliate fluff. We will probably find that late night sessions are not inherently luckier. They are just noisier. More volatile. More impulsive. Better at creating the kind of memorable chaos people mistake for evidence.

And honestly, that is the more human conclusion anyway.

Because the casino at 10PM on a Friday is not only a casino. It is a mood. A habit. A little pocket of modern life where convenience, dopamine, and false confidence all decide to meet in the same room.

Sometimes that room pays.

Sometimes it does not.

Iran’s New Supreme Leader Says Strait of Hormuz Should Stay Closed

Mojtaba Khamenei, the newly appointed supreme leader of Iran, said the Strait of Hormuz should remain closed as part of Tehran’s effort to pressure its opponents. The statement marked his first public comments since he took the role earlier this week.

In remarks broadcast on Iranian state television, Khamenei said the closure of the strategic waterway must continue. The Strait of Hormuz is one of the world’s most important oil routes, and a large share of global crude exports normally moves through the narrow passage.

The disruption has already shaken global energy markets. Oil shipments through the strait have slowed sharply since the conflict began, contributing to a sharp rise in international oil prices.

Khamenei wants U.S. military bases in the Middle East shut down right away. He cautioned that if things get more heated, more attacks might happen.

He took over as supreme leader after his father, Ali Khamenei, passed away. Ali Khamenei was killed in air strikes by the U.S. and Israel earlier this year.

Oil prices climbed further after the comments, as traders weighed the risk that the vital shipping route could remain blocked for an extended period.

Meanwhile, Donald Trump criticised the leadership transition in Tehran and questioned whether Iran’s new leadership would move toward stability as the conflict continues.

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Where EquitiesFirst and Equity-Backed Financing Fit in Private Credit’s Transformation

What happens when traditional lenders retreat and borrowers still need capital? The answer has reshaped global finance over the past fifteen years: an increase in private credit.

Banks pulled back from lending after 2008. Regulators imposed stricter capital requirements on balance sheets already strained by losses. Borrowers needed alternatives, and private credit stepped in to fill the void.

Since then, private credit has become a central component of the global economy, with total global assets under management reaching an estimated $1.7 trillion in 2025, up from $310 billion in 2010.

Within that expansion, equity-backed lenders like EquitiesFirst occupy a distinct position: they provide financing against equity holdings rather than cash flows or physical assets, freeing up liquidity for those with significant equity assets.

Alternative Financing and Rising Equity Values

Private credit in 2026 stands at an inflection point. The asset class has demonstrated remarkable resilience, navigating shifting competitive dynamics with public markets. U.S. Federal regulators withdrew post-crisis leveraged lending guidance in December 2025, enabling banks to compete more aggressively in leveraged transactions and reshaping the competitive environment. Meanwhile, a significant portion of high-yield bonds and leveraged loans are set to mature in 2026 and 2027, creating refinancing demand that private lenders are positioned to capture.

These forces—regulatory shifts, maturing debt, and bank re-engagement—define the current moment for alternative financing and the firms operating within it.

Market conditions in 2025 provided a favorable backdrop for equity-backed financing capacity. The combined market value of listed equities worldwide climbed to $136.3 trillion by October 2025, nearly 15% higher than the previous year. That re-rating expanded the pool of pledgeable assets available to shareholders.

In this environment, corporate founders with concentrated positions, family offices managing multigenerational wealth, and institutional investors holding large stakes increasingly view their portfolios not as locked-in positions but as sources of liquidity. They turn to alternative arrangements that avoid the dilution that would accompany equity issuance and the tax consequences that would follow from liquidation.

Emerging Markets Face Acute Capital Scarcity

Private credit deployment has accelerated fastest where capital remains most scarce. Private lenders deployed $18 billion in emerging markets through 2025, reaching record levels as funds flowed into regions where traditional banking infrastructure lags demand. The World Bank estimates that formal small and medium enterprises across 119 developing economies face a financing shortfall of approximately $5.7 trillion, equivalent to 19% of GDP. Roughly 40% of formal SMEs remain credit-constrained.

That gap has struggled to close through conventional channels. Banks in emerging markets operate under capital constraints, currency risks, and regulatory limitations that restrict lending capacity even when demand is evident.

Alternative financing providers like EquitiesFirst operate across international markets, providing financing to clients in jurisdictions where access to low-cost credit remains limited. Borrowers with substantial equity positions but less access to traditional banking can pledge those holdings to unlock liquidity.

Infrastructure Spending Demands Long-Duration Capital

Capital-intensive sectors tied to digital infrastructure and artificial intelligence are growing faster than traditional bank balance sheets can support. Hyperscalers including Meta, Amazon, Microsoft, Alphabet, and Oracle are projected to increase capital expenditure by 70% year over year, with spending expected to reach $600 billion in 2026. These investments will finance data center construction, networking infrastructure, and computing hardware essential to AI deployment.

Private credit funds have emerged as key financiers of these buildouts, providing long-term capital aligned with infrastructure economics. Club deals involving syndicates of private lenders are replacing portions of the leveraged loan market that banks once dominated, a shift that reflects both the scale of capital required to build out the next generation of tech infrastructure and the structural flexibility private lenders can offer.

Asset-Backed Strategies Gain Share

Corporate lending still makes up most of private credit, but momentum is shifting toward asset-backed finance. While more difficult to track, ABF has the potential to eclipse the size of traditional corporate lending, according to a recent Moody’s report. Alternative asset managers are extending their reach beyond bank and insurance partnerships to finance companies and specialist originators, purchasing loans shortly after origination and expanding into consumer debt and hard assets.

Recent months have seen substantial ABF partnerships emerge. TPG entered a $1 billion forward-flow agreement with Elevex Capital to provide capital for mid- and large-ticket equipment financing. Apollo led a $3.5 billion capital solution for Valor Compute Infrastructure’s acquisition and leasing of compute assets to xAI. Blackstone partnered with Willis Lease Finance to deploy over $1 billion into aircraft engine assets.

These forward-flow agreements commit managers to regularly purchase newly originated loans at set terms, enabling both sides to operate more efficiently and scale faster.

Banks and Private Credit Converge

Private credit has not displaced banks; the two sectors are increasingly integrated. In recent years, major banks have announced partnerships with private credit firms, including Wells Fargo with Centerbridge Partners, Citigroup with Apollo Global Management, and Barclays with AGL Private Credit. These arrangements allow banks to originate and distribute loans without holding them on balance sheet, preserving capital ratios while maintaining client relationships and fee income.

The decision by U.S federal regulators to withdraw leveraged lending guidance that had restricted bank participation in certain transactions gives banks greater flexibility and could expand financing capacity across the market.

2026 Outlook: Growth Continues Across Segments

JP Morgan projects credit assets under management to surpass $2.3 trillion in 2026. Funds raised $131 billion in the first nine months of 2025 alone, according to Preqin data, reflecting sustained investor appetite. Wealthy families and institutional allocators are shifting billions into credit and real estate, reducing venture capital exposure and increasing allocations to income-generating assets.

Market conditions support continued private credit expansion. U.S. interest rate cuts are anticipated in 2026, which should ease debt servicing costs and support mergers and acquisitions activity, where private credit historically thrives. Private equity dry powder has reached $2.7 trillion, creating substantial pent-up demand for acquisition financing as sponsors seek to deploy committed capital.

Private credit has evolved from alternative to necessity. It finances infrastructure, supports mid-market growth, and provides liquidity solutions across asset classes and geographies.

Equity-backed financing from firms such as EquitiesFirst enables shareholders to access flexible capital financed against existing assets. It finances against equity, and as major equity markets have increased and private credit expands into new asset classes and markets, equity-based financing stands to continue to expand alongside corporate lending as an additional tool in a more diverse capital ecosystem.

Major Tech Firms Back Anthropic in Dispute With Trump Administration

Several leading technology companies have stepped in to support Anthropic in its legal battle with the administration of Donald Trump. The case follows a decision by U.S. Defense Secretary Pete Hegseth to label the artificial intelligence company a “supply chain risk,” a move Anthropic is challenging in court.

Companies including Google, Amazon, Apple, and Microsoft have filed statements supporting the lawsuit. In legal submissions, they warned that government retaliation against a technology firm could have wider consequences for the industry.

The dispute began after Anthropic resisted requests to remove safeguards in government contracts that restricted the use of its AI tools for mass surveillance or autonomous weapons. The company argued that weakening those protections would raise serious ethical and security concerns.

A joint filing from the tech advocacy group Chamber of Progress also backed Anthropic’s position. The group said the government’s actions could discourage companies from speaking openly about the risks of emerging technologies.

Anthropic claims the designation as a supply chain risk damaged its reputation and business relationships. During a court hearing in San Francisco, its lawyers said government officials had contacted some of the company’s clients and urged them to stop working with the firm.

The case has drawn attention across the technology sector because it highlights growing tensions between artificial intelligence companies and government agencies over how advanced AI systems should be used. Industry leaders say the outcome could shape how firms negotiate future contracts with federal agencies.

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Global management team business people meeting silhouettes rendered with computer graphic.

A roll of US dollars with the American flag on top of a other currencies and country flags.

The Data Pushes Back On Counterproductive RTO Mandates

By Dr. Gleb Tsipursky

Picture a leadership team announcing a stricter return-to-office policy and expecting a productivity surge. The data tells a different story. Across practitioner reports and peer-reviewed research, including a new report from the Institute for Corporate Productivity (i4cp), organizations that commit to highly flexible models, including remote-first, report strong output, healthier engagement, and faster growth than mandate-driven peers. The gap between intuition and evidence has widened as new results arrive from both the private and public sectors.

The newest practitioner evidence should give leaders confidence. In the i4cp’s Remote-First Organizations report, most leaders in remote-first firms say productivity remains high, with a sizable share reporting it is very high, and the majority avoid invasive monitoring. The research frames remote-first as a deliberate operating model anchored in trust, clarity, and well-designed touchpoints, not a stopgap.

The long-running time series offers leaders an external benchmark for setting policies that reflect labor market realities rather than nostalgic preferences.

Independent national data aligns with these practitioner insights. In October 2024, a U.S. Bureau of Labor Statistics analysis reported a positive relationship between growth in remote work and total factor productivity across industries. A related BLS briefing summarized the same finding for leaders: industries that expanded remote work faster also saw faster productivity growth over the pandemic period. These are not isolated anecdotes; they are economy-wide patterns.

Performance shows up in the P&L as well. The Flex Index, in joint research with BCG, finds that fully flexible companies grew revenues 1.7x faster than mandate-driven firms from 2019 to 2024, even after adjusting for industry and size. That advantage is hard to ignore in a margin-sensitive, rate-constrained environment.

The experimental evidence is equally compelling. A large randomized working paper and subsequent peer-reviewed study of Trip.com’s two-days-from-home hybrid schedule found no decline in performance or promotion rates and a one-third reduction in quits. Randomized trials are rare in management research. When they confirm what observational data already suggests, leaders should take note.

Organizations choose remote-first for what it enables, not what it avoids. The i4cp study emphasizes outcome-based measurement, intentional gatherings, and codified norms to keep teams aligned at scale. Those are management upgrades, not experiments in absenteeism.

Executives do not adopt remote-first for PR. They adopt it to win talent markets. The i4cp report shows leaders prioritize flexibility to widen and diversify their pipelines, to improve well-being, and to sustain trust. Making remote-first the default unlocks national or global hiring, removes zip code penalties, and reduces relocation friction, which translates into faster recruiting cycles and better role-to-skill matches.

The talent upside is measurable. The global Survey of Working Arrangements and Attitudes, maintained by WFH Research, provides a continuously updated dataset that tracks how hybrid and remote work have stabilized since 2022 and how employees value flexibility. The long-running time series offers leaders an external benchmark for setting policies that reflect labor market realities rather than nostalgic preferences.

Public-sector findings point in the same direction. The U.S. Government Accountability Office’s 2025 report on telework noted that agencies used flexibility to maintain operations during the pandemic and to support recruitment and retention afterward. GAO pressed agencies to evaluate outcomes rigorously, but the message to executives in any sector is straightforward: when flexibility is codified and measured, it becomes a dependable lever for organizational health.

The talent case is not only about headcount. It is about who you can reach. Remote-first policies broaden access to caregivers, people with disabilities, and candidates outside premium cost-of-living markets. That reach composes stronger teams and, in a competitive hiring cycle, saves real money.

If flexibility supports performance and expands talent, what do RTO mandates do? A growing body of research answers bluntly: not what their champions promise. A widely cited University of Pittsburgh working paper on S&P 500 companies found RTO mandates did not improve financial performance or firm value, while employee satisfaction declined. Summaries from professional associations and business schools reinforce the point for non-academic audiences, but the core evidence is in the working paper itself. Complementary evidence using distributional synthetic controls found that RTO announcements at major firms shifted tenure and seniority downward, consistent with a higher-skilled talent outflow, in a 2024 analysis.

Leaders sometimes argue that stricter in-office rules are needed to fix collaboration or innovation. The better path is to raise the bar on management, not badge swipes. The i4cp report describes organizations that use “magnet, not mandate” logic, pairing remote-first defaults with intentional gatherings, clear policies, and outcome-based performance management. The combination produces high trust, defined norms, and sustained results.

The risk profile for mandates is asymmetric. If they fail to lift performance, you absorb morale damage and replacement costs while sending a public signal that policy, not management, is your lever. If they “work,” the effect often comes from short-term pressure rather than durable operating improvements. Flexibility, by contrast, compounds. The Flex Index analysis shows fully flexible firms outgrowing mandate-driven peers over multiple years. The BLS research connects remote adoption with productivity gains at the industry level. The Trip.com trial demonstrates causality on retention without a trade-off on performance. Together, these results form a coherent, leader-ready narrative.

The organizations that choose the latter are building stronger teams and better businesses.

The evidence now spans practitioner fieldwork, randomized trials, federal oversight, and macroeconomic analysis. It points in the same direction. Highly flexible models, including remote-first, sustain productivity, expand access to talent, and strengthen culture when leaders manage for outcomes, codify norms, and invest in purposeful connection. The i4cp report adds practical depth from companies that are already operating this way, while national and academic research shows why it works and what it delivers over time.

Executives face a choice. They can pursue badge-driven control that fails to raise performance and risks losing their best people. Or they can treat flexibility as strategy, design for trust and clarity, and measure what matters. The organizations that choose the latter are building stronger teams and better businesses. The smart move now is not to roll back flexibility. It is to raise the standard for how you lead it.

About the Author

Dr. Gleb TsipurskyDr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. Dr. Gleb wrote seven best-selling books, and his two most recent ones are Returning to the Office and Leading Hybrid and Remote Teams and ChatGPT for Leaders and Content Creators: Unlocking the Potential of Generative AI. His cutting-edge thought leadership was featured in over 650 articles and 550 interviews in Harvard Business ReviewInc. MagazineUSA TodayCBS NewsFox NewsTimeBusiness InsiderFortuneThe New York Times, and elsewhere. His writing was translated into Chinese, Spanish, Russian, Polish, Korean, French, Vietnamese, German, and other languages. His expertise comes from over 20 years of consultingcoaching, and speaking and training for Fortune 500 companies from Aflac to Xerox. It also comes from over 15 years in academia as a behavioral scientist, with 8 years as a lecturer at UNC-Chapel Hill and 7 years as a professor at Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.

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