Mobilize for brain capital5 Mobilizing stakeholders ensures brain capital becomes an organizational and societal priority. Global organizations and institutions such as the United Nations (UN),109 WHO,110 G7,111 G20112 and the OECD113 have elevated brain capital on the global policy agenda. Across the world, there are examples of governments, companies and specific sectors making large-scale investments. Despite this growing awareness and prioritization, these efforts remain fragmented, underfunded and often siloed from economic and policy decision-making. In other words, the scale of current efforts does not yet match the scale of the risk and opportunity. Urgent, coordinated action is needed. While specifics may differ, stakeholders across all sectors face rising costs, performance risks and strategic blind spots if brain health remains insufficiently addressed and brain skills remain underdeveloped. For example: –Health sector: Systemic and integration challenges, including escalating costs, insufficient prevention and early intervention infrastructures and workforce shortages exacerbated by strain on high-acuity services –Human services: Downstream social challenges for individuals as a result of unmet brain health needs, including homelessness, unemployment, criminal justice involvement, intergenerational trauma and more –Public sector: Strain on public budgets as governments navigate the challenges and health costs associated with ageing populations –Private sector: Burn-out symptoms, absenteeism, attrition, presenteeism and skill mismatches can threaten workplace safety, productivity and performance –Civil society: Rising disconnection, polarization and mental strain challenge community cohesion Amid these challenges lies an opportunity for each stakeholder group to lead within its sphere of influence, driving solutions that improve brain health and skills alongside strengthening organizations, economies and societies long term. Mobilizing to advance brain capital includes: 1) engaging stakeholders to develop a shared vision and chart a coordinated path forward; and 2) embedding brain capital into strategy, operations and culture. Engage stakeholders to develop a shared vision and chart a coordinated path forward1 Creating the full potential of brain capital means evolving from fragmented efforts to a more coordinated movement. Building on current momentum, the next phase of work is to unify these efforts around a shared vision: aligning priorities, accelerating action and driving towards shared goals. Other global coalitions offer powerful lessons. The Global Coalition on Aging (GCOA) convenes business, government and civil society to position longevity as an economic opportunity.114 Through strategic partnerships and targeted advocacy, the GCOA shapes policies on age-inclusive workforces, care of older people and healthy ageing, demonstrating how cross-sector collaboration can drive change. The Global Cooperation Barometer 2025 underscores that cooperation is critical to brain capital, particularly innovation, climate and health.115 Organized by the World Economic Forum in partnership with McKinsey Health Institute, the Brain Economy Action Forum was launched in January 2025 to convene a dynamic group of stakeholders globally to put brain capital at the centre of global dialogues and drive action towards sustainable economic growth and societal well-being. The Human Advantage: Stronger Brains in the Age of AI 21

The Human Advantage Stronger Brains in the Age of AI 2026