At a time of accelerating technological change — coupled with disruption and discontinuity across social and economic institutions — the question of how the United States competes is increasingly urgent. That challenge framed the Council on Competitiveness’ 2025 National Competitiveness Forum, which brought together senior leaders from business, academia, labor, the U.S. DOE National Laboratories, and government.
More than 200 leaders from across the United States innovation ecosystem participated this past December, including executives and institutional leaders from IFF, Bank of America, the University of Pittsburgh, Lockheed Martin, and the University of Colorado Boulder, Ancora, Hevolution, IBEW, and many, many more. By uniting the Council’s Membership, the NCF reflected the full competitiveness value chain — from research and talent to capital, manufacturing, and policy expertise.
Key voices from Washington joined the dialogue, including the Hon. Darío Gil, Under Secretary for Science at the U.S. Department of Energy and Director of the Genesis Mission, as well as Representatives Stephanie Bice (R-OK) and Chrissy Houlahan (D-PA), co-chairs of the House Biotech Caucus, underscored the growing national importance of innovation — particularly in converging technologies like AI, quantum, and the bioeconomy — to U.S. productivity, national security, and the prosperity of all Americans.
Against a backdrop of resilient growth, shifting R&D dynamics, and rapid technological convergence, the NCF focused on what comes next. My six key learnings that follow capture the insights and priorities that emerged to me from the leadership discussions — and point to the actions needed to strengthen American competitiveness in the decade ahead.
1. The United States Continues to Navigate Turbulent Waters, as Technologies Emerge and Converge at an Unprecedented Pace
Artificial intelligence, quantum computing, advanced semiconductors, biotechnology, and high-performance computing are no longer advancing on parallel tracks. They are rapidly converging into a powerful, interconnected innovation system that is reshaping discovery, productivity, and the world order. NCF leaders noted real opportunity — and risk — lies in how quickly the United States breaks down barriers between disciplines, sectors, and institutions. The ability to accelerate osmosis across domains and disciplines is already producing results: faster translation of research and tighter integration of digital and physical systems. But the power of this convergence is equally recognized by our global competitors, who are moving aggressively to operationalize the convergence of their own innovation ecosystems.
2. The Innovation Imperative for Speed, Scale, and Scope Matters More Than Ever
As technologies converge and competition intensifies, the United States can no longer rely on linear policy processes, siloed decision-making, or lip-service coordination. Leaders across industry, academia, labor, and government stressed the need to act faster, align efforts, and deploy at scale.
This shift demands a new operating mindset from experimentation to execution. Delay now is measured in ground ceded to competitors who are building capacity, talent, and infrastructure at speed and scope faster than any time in history.
3. America’s Competitive Advantage Lies in Systems, Not Silos
Across discussions — from next-generation computing to the bioeconomy — a consistent message emerged: innovation leadership will not be secured by any single technology, sector, or institution. The future belongs to those who can integrate capabilities across platforms, disciplines, and organizational boundaries. Quantum computing, for example, is not a replacement for classical computing, but a powerful complement — expanding what is scientifically visible and economically possible when used together.
This systems-level thinking must extend to policy and funding as well. Leaders and during the NCF underscored the need to move beyond false tradeoffs — AI versus supercomputing, modeling versus data, public versus private — and instead design strategies where “one plus one is greater than two.” Competitiveness in the 21st century will be determined by how well the nation orchestrates its assets, not how loudly individual technologies compete for attention.
4. Regulation, Institutions, and Workforce Must Meet the Momen
Technological leadership alone will not secure U.S. competitiveness. Outdated regulatory systems, slow-moving institutions, and insufficient talent pipelines are increasingly binding constraints — particularly in fast-moving fields such as biotechnology, advanced manufacturing, and quantum technologies.
Participants highlighted the urgent need to modernize regulatory frameworks so they keep pace with innovation rather than impede it. Equally critical is workforce development, as emerging technologies demand new skills that cannot be cultivated after platforms mature; talent must be developed in parallel with technology. Investing early in education, training, and interdisciplinary fluency has become a national competitiveness imperative.
5. The U.S. National Innovation System Is a System of Systems; Leveraging and Learning From Regional Distinctiveness Strengthens National Performance and Competitiveness
The United States innovation future will be built from across its expanse — not just in traditional coastal hubs. From land-grant universities to national laboratories to emerging regional ecosystems, the country possesses a deep and diverse innovation base that remains underleveraged.
The National Competitiveness Forum reinforced that place-making strategies — grounded in local strengths, institutions, and industries — are essential for scaling innovation, attracting talent, and ensuring that growth is broadly shared. Strengthening regional innovation ecosystems is not only an economic strategy; it is a unifying national project that reconnects competitiveness with opportunity.
6. Competitiveness Is Ultimately a Human Endeavor
Amid discussions of AI, quantum systems, and biotechnology, a striking and unifying theme emerged: competitiveness is fundamentally about people. The NCF was marked by an uncommon spirit of collaboration, humility, and shared purpose — leaders asking not “What do I gain?” but “How can I help?”
This humanistic ethos is not incidental; it is a strategic U.S. advantage. As the nation navigates disruption and uncertainty, trust, collaboration, and bipartisan engagement become essential assets. The Council on Competitiveness’ role — as a nonpartisan convener connecting leaders and ideas — was reaffirmed as more vital than ever as the organization approaches its 40th anniversary and looks to help shape the next chapter of U.S. competitiveness.
Taken together, these six learnings point to a defining reality: America’s competitiveness future will be determined not by any single breakthrough, but by our ability to act with speed, coherence, and purpose across systems, sectors, and regions. The tools for leadership are in hand — world-class institutions, extraordinary talent, and a powerful engine of innovation — but success will depend on execution and collaboration at scale.
As the Council on Competitiveness celebrates its 40th year, the task ahead is clear: to translate convergence into impact, align innovation with society’s greatest challenges and opportunities, and ensure that the next era of U.S. leadership delivers greater productivity, security, and prosperity for all.