Davos 2026: A Leader’s Guide to the World Economic Forum

Who Meets in Davos at the World Economic Forum 2026

Each January, the World Economic Forum brings together an extraordinary mix of political leaders, CEOs, academics, and civil‑society figures. The 2026 gathering is especially dense with high‑level attendees.

​Heads of State & Top Political Leaders

• Around 65 heads of state and government are participating.
• Six G7 leaders are present.
• In total, 400 top political leaders are attending.

Global Business Leadership

• Nearly 850 of the world’s top CEOs are in Davos this year.
• Delegations include leaders from major multinational corporations across tech, finance, energy, and manufacturing.

Total Participation

• Close to 3,000 participants from more than 130 countries..

Other Key Figures

• Leaders from NATO, the EU, major Asian economies, and global institutions (IMF, WTO, UN agencies), and prominent journalists are present.

Why Davos Still Matters

The Forum’s original premise, which was articulated decades ago by Klaus Schwab, was that global challenges cannot be addressed within institutional silos. That logic has only intensified. By 2026, climate risk, AI governance, geopolitical fragmentation, capital reallocation, and demographic shifts are deeply interdependent. Davos exists to make those interdependencies visible to decision-makers who otherwise operate in parallel.

What distinguishes Davos from other global conferences is density. The concentration of influence per square meter is unusually high, and that changes behavior. Conversations happen faster. Hierarchies flatten temporarily. Signals travel quickly.

Main Themes at the WEF

How can we unlock new sources of growth?

The key theme at the WEF is how to cooperate in an increasingly contested world, where major‑power rivalry, shifting alliances, and rising polarization are reshaping global stability. As norms are challenged and trust erodes, organizations must navigate a far more volatile landscape, adapting quickly to compounding risks and a fluid geopolitical environment. Geoeconomics is becoming central to corporate strategy as long‑held assumptions about security, sovereignty, and global impact are tested in real time.

How can we unlock new sources of growth?

Another key theme at the WEF is unlocking new sources of growth at a time when the global economy is losing momentum, and traditional engines are weakening. With trade expected to expand by just 0.9% in 2025 and global growth projected at 3.1% for 2026, heightened geopolitical tensions, policy uncertainty, and a record global debt‑to‑GDP ratio of around 95% are sharply constraining policymakers’ room to act. Sustaining progress will require economies to manage near‑term shocks while accelerating innovation and long‑term productivity, all while ensuring that the gains of growth are shared more broadly across society.

How can we better invest in people?

Another major focus at the WEF is investing in people as the global workforce undergoes rapid and disruptive change.  with 22% of today’s jobs expected to shift within the next five years, driven largely by advances in AI. Consequently, reskilling and upskilling have become essential to building a resilient labour market. Emerging economies face an additional challenge: creating enough opportunities to absorb nearly 800 million young people entering working age over the next decade. Human resilience also depends on health, yet 4.5 billion people still lack access to essential services, and the sector faces a significant annual funding gap, underscoring the urgency of strengthening health systems and outcomes.

How can we deploy innovation at scale and responsibly?

Another central focus at the WEF is deploying innovation at scale and doing so responsibly as transformative technologies reshape the global economy. AI alone is projected to add more than $15 trillion to global GDP by 2030, and nearly 90% of companies expect it—and other emerging technologies—to fundamentally transform their operations in the near term. Unlocking this potential requires not only strong governance and responsible adoption but also sustained investment in frontier fields such as biotechnology, quantum technologies, space, semiconductors, and advanced sensors. At the same time, delivering on the energy transition has shifted from ambition to execution: scaling new technologies, modernizing grids, and expanding access to innovation—particularly in emerging markets—are essential to meeting the energy demands of the future.

How can we build prosperity within planetary boundaries?

A further priority at the WEF is building prosperity within planetary boundaries by aligning economic growth with the health of natural systems. Climate change is reshaping infrastructure, food systems, and ecosystems, underscoring the need for nature‑based solutions as part of an integrated response. With nature loss affecting 75% of the Earth’s land and posing significant economic risks, shifting to nature‑positive business models could unlock as much as $10 trillion annually by 2030. The perceived tradeoff between environmental protection and economic progress is not inevitable; resilient ecosystems are the foundation of long‑term stability and opportunity. Investing in regenerative, circular, and inclusive systems of production and consumption is essential to ensuring that future growth remains within the planet’s limits.

The Strategic Shift: From Integration to Interdependence

In the 1990s and 2000s, Davos was the temple of "The World is Flat." Today, it is the laboratory for "The World is Multipolar." The 2026 summit is defined by five systemic challenges that every C-suite must address:

1. Cooperation in a Contested World: Navigating the "Age of Competition" where geoeconomic tools—tariffs, export controls are the new norm.
2. Unlocking New Sources of Growth: Moving past the post-pandemic recovery into a period of productivity-led growth fueled by GenAI and Quantum.
3. Investing in People: Addressing the "skills scarcity" as the Future of Jobs Report 2026 warns that one in four jobs is currently being redefined.
4. Responsible Innovation at Scale: Bridging the gap between lab-bench AI and enterprise-wide deployment without sacrificing ethics or security.
5. Prosperity within Planetary Boundaries: The emergence of "Blue Davos"—a dedicated focus on water security and ocean health as the new frontier of ESG.

Decoding the 2026 Risk Landscape

According to the Global Risks Report 2026, the top short-term threat is no longer "Climate Action Failure" (which has moved to the 10-year horizon) but Geoeconomic Confrontation. For the executive, this means the "politics of the supply chain" is now as important as the "economics of the supply chain." At Davos 2026, the discussions are moving away from where to build to who to build with. The presence of the largest-ever U.S. delegation, alongside massive delegations from India and the Middle East, signals a new map of influence. Leaders are not looking for a single global market; they are looking for "high-trust corridors."

Leadership insight: The "Geopolitical Intelligence" Requirement 

In 2026, the role of the Chief Strategy Officer (CSO) has merged with that of a diplomat. If your organization does not have a formal framework for "Geoeconomic Resilience," you are flying blind into the Davos conversations

The "Blue Davos" Movement: Why Water is the New Carbon

One of the most significant shifts in the 2026 program is the focus on Water Security. While carbon has dominated the Davos stage for a decade, "Blue Davos" recognizes that water is the primary medium through which we feel the effects of climate change.

For businesses, this isn't just about conservation; it’s about valuation. We are seeing the first frameworks for "Water-Positive" accounting. Companies in the semiconductor, apparel, and agriculture sectors are being asked to "decode" their water risk with the same rigor they applied to Scope 3 emissions in 2023.

How to Navigate Davos

For the 3,000 participants in Davos, the official "white sessions" (the televised panels) are only 10% of the value. The real "decoding" happens in what is known as the "Davos White Space."

Where the Real Deals Happen: The Bilaterals

Beyond the public panels, Davos runs on the Bilaterals—the private, high‑level, closed-door meetings that unfold on the sidelines of Davos. In a setting defined by density and proximity, these conversations often determine the real trajectory of the week.

What “The Bilaterals” Are

• Private meetings between two delegations — typically heads of state, ministers, CEOs, or institutional leaders.
• These sessions often carry more strategic weight than the public programme, enabling rapid negotiation, alignment, and dealmaking.
• They are scheduled outside the main sessions, usually in hotels, secure rooms, or dedicated meeting suites.
• These conversations are confidential, highly strategic, and often more consequential than the public panels.

What Happens in the Bilaterals

• Negotiating trade, investment, or regulatory issues
• Aligning with geopolitical or security matters
• Discussing partnerships, mergers, or major corporate deals
• Testing political signals or exploring cooperation before making anything public
• Crisis coordination (energy, supply chains, conflicts, climate shocks)

Why “The Bilaterals” Matter

Davos compresses global leadership into a few square kilometers. That density makes it possible for leaders who might wait months for a formal diplomatic meeting to sit down within hours. Bilaterals are where:

• breakthroughs happen,
• deals are made,
• tensions are defused,
• and new alliances form.

The Bilaterals are the high‑stakes, behind‑the‑scenes negotiations that give Davos much of its real influence.

Conclusion

Davos 2026 reinforces a defining reality of modern leadership: navigating complexity now requires clarity, discipline, and a willingness to engage beyond one’s own interests. In an era shaped by geopolitical fragmentation, technological acceleration, and systemic risk, the World Economic Forum offers a rare vantage point — a place where interdependencies become visible. The value of Davos that is hard to replicate elsewhere lies not just in its prestige but in its convergence: the collisions across industries, the cross-border collaboration, the accelerated negotiations, and eventually the attained alignment. And while no leader needs Davos to lead, being present — when possible — provides an irreplaceable advantage. It is one of the few environments where the world’s challenges and the people shaping them converge in real time.