Navigating a world of opportunities: Tom Burin’s perspective

Tom Burin, co-founder and managing director of Delta 6, brings over 20 years of board-level advisory experience across public and private sectors. Previously a Strategic Anticipation expert at Solvay and Syensqo (2019–2025) and a 16-year intelligence officer at the Belgian Ministry of Defence, his expertise spans geopolitics, critical infrastructure, technology, global supply chains, and state-sponsored economic espionage.

In response to the increasing volatility of the global business environment, Tom co-founded Delta 6 to bring the knowledge of Comprehensive Anticipation to businesses. This cutting-edge integrated approach is based on a combination of intelligence methodologies and corporate expertise, equipping boards and executives with the tools to identify risks and opportunities early, adapt strategies proactively, and transform uncertainty into a competitive advantage. 

Global Uncertainty: Understanding the environment is the first step to seize its opportunities 

1. Geopolitical Disruptions – The U.S.–China Rivalry and Its Implications 

The geopolitical stage is increasingly defined by the rivalry between the United States and the People’s Republic of China (PRC). China’s ambition is clear: it seeks to upend the post–World War II U.S.-dominated order and build a system centred on its own economic and technological supremacy—particularly by controlling key technologies and value chains such as rare earth minerals, semiconductors, and advanced manufacturing.  

The USA understood the importance earlier than Europe. The logical U.S. Strategic Pivot to Asia was already initiated under President Obama and is accelerating today signalling a long-term, high-stakes confrontation. Europe has been slow in waking up: Its deep economic ties with China and a preference for stability have caused a reactive rather than proactive posture. It has no leading position in innovation, has deep economic dependencies and has neglected its defence and security, making it vulnerable to geopolitical shocks. Europe is likely to have to rather undergo the consequences of this outcome than shape it.  From this perspective, the European scene is more side act in the shadow of the USA-PRC main act.  

As for Belgium, with 85% of its GDP linked to international trade, any future conflicts between major powers can have a significant impact. With its critical infrastructure, being a pivoting crossroad of Western European cultures and logistics and a very rich country in terms of economic potential, innovation and productivity, geopolitics should be a high priority on the agenda of governments, academia and businesses. 

2. Financial & Social changes imply Economic Pressures and Societal Polarisation 

A significant number of Western economies grapple with impactful financial challenges. Public debt is surging in the USA and in Europe, straining government budgets, restricting fiscal policy, and limiting central banks’ abilities to control inflation and to stimulate growth.

On top of this, growing social inequalities and the rise of populist movements have led to rapid ideological shifts. This political instability results in volatile regulatory environments, shifting tax policies, and market interventions such as tariffs that further complicate strategic planning.

At this critical juncture, Tech Giants are playing an increasingly important role in society and (domestic) (geo)politics.  Digitization of finance is accelerating with initiatives for Tokenization of real-world assets, Stablecoins & central bank digital currencies and the possible coupling of the Dollar to cryptocurrencies to name a few.  

The increasing involvement of technology in public governing is pushed both in the USA with DOGE and in China with its social credit system. This creates concern and anxiety with some social groups but is equally an evolution that is likely to be hard to stop. Here again, Europe is more of a bystander than a main actor. 

3. Technology & Climate Change – Accelerating Transformations 

Technological competition rages on and it is precisely the U.S.A. and China who dominate critical technology sectors—artificial intelligence, semiconductors, cybersecurity, quantum computing, and beyond. Data has become a major economic resource for creating value. Ownership, control, validity and security of data are crucial to create stable economies. While Europe still excels in biotechnology and other niche scientific areas, it struggles in high-tech digital sectors, risking losing its long-term competitiveness. Besides high energy costs, bureaucracy and overregulation of its own making restrain Europe’s ability  to compete with the USA and China.  

Unlike other challenges, climate change affects every sector globally. Although the gap is closing fast, Europe still has effective leadership in green technologies and sustainable practices. Regulatory innovation and securing key value chains can transform climate risks into competitive advantages. 

Comprehensive Anticipation: Turning Uncertainty into Opportunity 

Given the interconnectivity and unpredictability of these challenges, boards can no longer rely on a forecasting mindset but need to evolve to one where uncertainty is leveraged as a strategic asset.

The proactive nature of this system—tailored to an organization’s specific strategy—makes it even more impactful. Instead of relying mostly on external analyses and forecasting products, it fosters autonomy in decision-making, helping organizations control their own future rather than just reacting to external trends. The structured integration of insights into core decision-making processes also ensures that intelligence isn't just collected but is actively leveraged. 

The resilience and agility gained from this approach can be game-changing. Organizations that master anticipation are far better positioned to absorb shocks, navigate risks, and seize emerging opportunities before competitors do. One of the best examples remains how Shell was able to anticipate the oil crisis of the 70’ and prepositioned itself to seize the opportunities. Among companies who failed to anticipate their environment Kodak and Nokia are widely known .  

What can Boards do to become Future-Ready? 

- Challenge Conventional Thinking: Move beyond static forecasting by embracing uncertainty as a dynamic factor in strategy formulation. Invest in Comprehensive Anticipation to explore alternative, plausible futures aligned with Early Warning.

- Cultivate an Adaptive Mindset: Recognize that strategic anticipation is not a one-off exercise but an ongoing journey. Stay curious, agile, and abreast of evolving global drivers.

- Align with Purpose: A strong, purpose-driven strategy strengthens decision-making during turbulent times. This allows to focus on signals that align with your organization’s mission. 

Conclusion 

Today’s global environment demands viewing uncertainty not as a liability, but as a strategic resource. By embedding a Comprehensive Anticipation System into their governance, boards can regain strategic initiative, build enduring resilience, and enhance agility. The challenge is clear: transform global disruptions into competitive opportunities for the future. 

Members of GUBERNA can rewatch the webinar below.