Data and AI infrastructure – from visibility to foresight A unified intelligent-infrastructure stack – spanning sensing layer, trusted communications layer and an AI and analytics layer – forms the digital backbone that complements traditional physical infrastructure. Real-time insights, predictive analytics and digital twins connect every node, across suppliers, partners, logistics providers and regulators, into a single nervous system. Data flows seamlessly from factory floor to boardroom, while AI converts those inputs into foresight: anticipating bottlenecks, testing “what-if” scenarios and accelerating product design. By combining internal operational data with external signals such as point-of-sale data, weather and social sentiment, industries gain the ability to sense demand at the product level and adapt production in near-real time. These capabilities turn operational foresight into a daily discipline rather than a quarterly exercise. Geopolitical and regulatory risk – policy as a design parameter Policy volatility is no longer background noise. It shapes cost, risk and access. Leading enterprises monitor trade rules, export controls, sanctions and carbon or labour policies to anticipate shifts before they occur. Whether stress-testing network designs against regulatory scenarios, modeling the impact of tariffs or border taxes on cost structures, or assessing incentives for reshoring and clean energy investments, embedding this intelligence into supply chain decision-making has become essential. It enables industrial players to avoid stranded assets and reveals opportunity corridors created by emerging incentives or bilateral agreements. Companies that treat policy as a design parameter, rather than a constraint, are already turning national agendas into corporate advantage. Dynamic supplier governance – from cost to credibility Cost efficiency without transparency has become untenable. Leading companies now evaluate suppliers through multi-tiered dashboards to monitor performance, financial health, cyber exposure and ESG compliance in real time. Resilience and ethics are weighted alongside price, providing insights into potential supplier disruptions, from vendor bankruptcy to child labour exposure. Supplier governance evolves from cost control to credibility creation, which ultimately will be the new currency of trust in an increasingly fragmented world. Organizational agility at scale – decision speed as a competitive advantage Organizational structure must move at the speed of events. Agility begins with a culture of empowering decision-making at the edge, supported by psychological safety and digital transparency. Leading crisis-ready organizations decentralize judgement while maintaining coherence through shared data and clear intent. Delivering this level of agility requires rethinking operating models to achieve a balance between clear top-down strategic direction and empowered bottom-up agency. This involves embedding decentralized ownership and streamlining decision rights with established guardrails, building cross-functional teams capable of executing contingency plans without bureaucratic delays. Redesigning structures for speed and resource fluidity ensures industrial players can pivot quickly, preserve efficiency and secure revenue through periods of volatility, while building institutional knowledge for long-term resilience. Future-ready talent – the human ingenuity edge Technology enables agility, but people operationalize it. As automation and AI redefine workflows, the premium shifts to talent fluent in both technical and cognitive capabilities – from analytics to problem-solving and systems thinking. Public–private programmes, micro-learning models and digital academies ensure skills evolve as fast as technologies. Closing talent skill gaps requires industry, academia and government to align curricula and accelerate workforce reskilling. Cross-functional mobility and continuous learning embed adaptability, turning agility from aspiration into capability. Together, these catalysts embed adaptability and foresight into operations, making agility repeatable and measurable. They connect vision to execution, turning orchestration into a well-practiced discipline across the enterprise. Keeping these catalysts relevant requires leaders to evolve with emerging enablers – from quantum computing reshaping security, to synthetic biology redefining manufacturing, to shifting geopolitical alignments demanding new governance models. Decisions should be made as close as possible to where the impact occurs. Our focus is to empower regional leaders to respond effectively to disruptions and changing conditions by providing transparent data and actionable insights across supply and operations. Michelangelo Canzoneri, Global Head, Group Smart Manufacturing, Merck Group Global Value Chains Outlook 2026: Orchestrating Corporate and National Agility 17