Conclusion The strategies that once delivered decades of success now belong to a different era. The global operating environment has shifted irreversibly – scarcity, fragmentation and volatility are no longer edge cases but structural features of the business landscape. Hyper-specialization and single-point efficiency, once the gold standard of operational excellence, have become liabilities in a world defined by constraint. But this is not a retreat from progress. It is an evolution of purpose. The mandate before leaders is to re-architect for structural uncertainty and build systems that can pivot as quickly as the forces reshaping them. The winners will not be those who forecast the future most accurately, but those who design for divergence to embed foresight, flexibility and trust into the core of how they operate. For businesses, three interdependent strategic imperatives define this frontier: –Orchestrating ecosystems: Building influence across adaptive networks of partners, suppliers and technologies that can respond collectively to disruption. –Scaling through distributed networks: Structuring production for optionality, modularity and responsiveness, replacing concentration with coordinated autonomy. –Building resilience through optionality for growth: Treating agility not as insurance against risk, but as the source of continuous renewal to capture new market opportunities.For governments, competitiveness now rests on institutional agility. It requires the ability to turn policy vision into execution. All seven country readiness levers for manufacturing and supply chains must function as one integrated system that moves at the speed of markets. Public-private orchestration will define which economies attract investment, innovation and trust. Together, these shifts mark the emergence of a new operating logic: foresight over forecasting, orchestration over control, agility over efficiency. They demand leaders who can see around corners, act across systems and align strategy with the rhythm of global change. The World Economic Forum will continue to provide a collaborative platform that engages governments and industry alike to ensure that the global reconfiguration of production and supply chain ecosystems becomes an engine of responsible growth and shared prosperity in a structurally volatile world. Those who master this discipline, as the architects of adaptability, will transform uncertainty from a constraint into a catalyst for growth. In doing so, they will redefine what resilience means for the world’s supply chains. The true measure of leadership in the decade to come will be the ability to turn volatility into vision and design organizations that thrive on the very uncertainty others fear. Global Value Chains Outlook 2026: Orchestrating Corporate and National Agility 31