Newsroom

Professor Shang-Jin Wei on the tariff leverage China and the US wield, "The U.S. imports more from China than it exports to China -- that gives the U.S. an advantage. But the very fact that the U.S. buys so much from them also means that it is dependent on their supply of low-cost goods. Over the past half century, the Chinese government has drawn legitimacy from its ability to deliver economic growth and improved living standards. Anything that hurts that can undermine their power."

Professor Dan Wang on the lawsuit X is facing from the SEC, "The biggest immediate risk factor for investors is the ongoing lawsuit that X is facing from the SEC. There are a few other risk considerations, such as anticompetition and user privacy concerns, particularly regarding how X quietly opted all users into data collection for AI model training. Another kind of risk here is that there isn’t a consensus framework for how the AI market is going to be regulated, but you’re already seeing traces of this in Europe and, up until recently, in California. A lot of these frameworks have to do with how AI models are deployed in terms of distributing information … They ascribe responsibility to the companies that are creating AI models, as well as providing access to those models."

Professor Rita McGrath on the impact of tariffs on the global fashion industry, "We’re witnessing a structural shift in globalization that was already well underway but has now accelerated dramatically. Though the ‘China-plus-one’ sourcing strategy — where companies extend their supply chains beyond China to combat over-reliance — has been in motion for years, these reciprocal tariffs are intensifying the need for far more aggressive diversification. Rather than a temporary disruption, brands must see this as part of a broader geopolitical realignment reshaping global trade. The most resilient companies will be those that build supply chains not just for cost efficiency, but for agility, transparency, and long-term stability."

Professor Adam Galinsky on how CEOs should have contingency plans based on how tariffs proceed: “CEOs may want to share their contingency plans with investors. For example, they can say something like: ‘These are the two steps that we’re going to most likely take if the tariffs are in effect, and here’s what we’ll do if there’s a 90-day pause.’ Investors need to know that leaders are thinking contingently and strategically. Even if it’s tempting to tell yourself that you’ll have more information about the president’s next moves tomorrow, that’s not what people want. The single worst thing you can do is wait for complete information before you communicate. People are losing their bearings and their foundations, and they want to know that people are present.”