New Analysis Tools and Leadership Model for A Modern UN

Abstract

Digitalization has disrupted the way products are distributed. With this came an influx of products that depend on network effects and thrive in a winner-takes-all market environment (Schilling 2002). A similar trend is being observed in many frontier technologies, including applications in the so-called ‘gig economy’, which will create winners and losers. Simultaneously, governments are experiencing an erosion of their tax base (Peng 2016). These resources are desperately needed to tackle the widening digital divide, combatting the lack of electricity, and providing internet access to the poorest (International Energy Agency 2017). The current strategy of the United Nations (UN) shows promise. However, the way the UN currently operates has not been adapted to meet the challenges of a digital economy. This is often observed in global-to-local applications, especially when generalized frameworks fail to adapt to communities with different characteristics and needs. The Sustainable Development Goals (SDGs) are a guiding light to rally stakeholders around specific key issues and opens the field for collaboration. The UN is in a unique position to convince all participants to engage in negotiations, to mobilize substantial resources, and has the best chance to get concessions on restrictive systems such as the intellectual property arrangements (Haugen 2010). Systems need to be in place to facilitate technology transfers and capacities need to be built up to give the least developed countries (LDCs) a chance of catching up. The UN needs to bring international institutions, governments, civil society, academia, and the private sector to the table to enable LDCs to determine their own future (Moyo 2010). The UN should introduce more heuristic analysis tools to bring more diverse partners into workable collaborations to address these challenges. A new leadership system should also be introduced to provide clearer direction and autonomy to their contributors.