The cities shaping the future

Key Insights

  • Globalization is evolving with shifting tech, trade, and demographics. Businesses must invest wisely to unlock market access, talent, and resilience, while policymakers must position their cities competitively.
  • The Oliver Wyman Forum ranked 1,500 cities representing over 75% of global GDP by five factors: commercial vibrancy, connectivity, supply chains, innovation, and climate resilience.
  • Leading cities remain commercial, connectivity, and investment hubs; while midsize and emerging-market cities are gaining due to affordability and supply chain pivots.
  • CEOs and investors must anticipate new cities for growth, diversify operations, explore acquisitions, balance efforts in large or midsize cities, and attract talent.
  • City leaders address climate risks and intensifying competition, nurture a startup ecosystem, and attract global talent and anchor multinational businesses.

Key Insights

  • Globalization is evolving with shifting tech, trade, and demographics. Businesses must invest wisely to unlock market access, talent, and resilience, while policymakers must position their cities competitively.
  • The Oliver Wyman Forum ranked 1,500 cities representing over 75% of global GDP by five factors: commercial vibrancy, connectivity, supply chains, innovation, and climate resilience.
  • Leading cities remain commercial, connectivity, and investment hubs; while midsize and emerging-market cities are gaining due to affordability and supply chain pivots.
  • CEOs and investors must anticipate new cities for growth, diversify operations, explore acquisitions, balance efforts in large or midsize cities, and attract talent.
  • City leaders address climate risks and intensifying competition, nurture a startup ecosystem, and attract global talent and anchor multinational businesses.

Globalization is far from dead, and cities are living proof. The average multinational company currently operates in more than 120 cities. That number will increase as technology, economic and demographic growth, and changing trade policies create new business opportunities.

Deciding where to invest has never been more critical. Companies must navigate complex factors — geopolitical tensions, supply chain resilience, rapid technological disruption, and rising climate risks — as they reshape their global footprints for growth. Getting these decisions right can lock in durable advantages in sourcing, market access, talent, and resilience. Getting them wrong puts growth and stability at risk. Policymakers face equally high stakes as they strive to position their cities competitively in this evolving global landscape.

To help leaders navigate these challenges, the Oliver Wyman Forum ranked 1,500 cities globally using over 50 key indicators that will drive future city growth, ranging from the presence of multinationals and the availability of venture capital funding to flight connectivity and work visa policies. These cities account for more than three-quarters of global GDP, worth some $88 trillion, and are home to 1.9 billion people who spend an estimated $56 trillion annually. They host 92% of the world’s listed companies and are the starting point for 86% of the world’s passenger flights.

Distribution of the top 250 cities, by region and category
Source: Oliver Wyman Forum

Global CEOs and investors must rethink their geographic strategies to capitalize on this growth. Choosing where to open new offices, build factories, deploy sales teams, or find the next unicorn is an ongoing process. While geopolitical tensions and supply chain challenges increasingly influence these decisions, the fundamental opportunities remain. A company's geographic spread simultaneously enhances resilience across its facilities, workforce, and customer networks in a disrupted world.

City leaders in turn have a unique opportunity to attract new business investment, create greater employment opportunities, leverage emerging technologies, and build stronger climate resiliency. Past success no longer guarantees future wins. Leaders who act boldly can compete with the world’s existing champions, as evidenced by the rapid rise of Gulf cities from Dubai to Riyadh, China’s electric-vehicle capital Hefei, and America’s Battery Belt cities.

More than 480 of our cities are in Europe and the United States, where factors ranging from data center investment to industrial reshoring drive growth. But an even larger share are in  Asia, the Middle East, Africa, and Latin America, where average GDP growth rates are often several percentage points higher and 84% of the world’s urban population resides. While not all of these cities will thrive, many will outperform their countries at large.

1,500 Cities by region and population

Exhibit of the distribution of the top cities for future business growth by region and population, with the highest populations concentrated in Asia.

Search icon

Country

Population

Five critical themes driving city performance

Our indicators measure how well cities perform in areas such as commercial vibrancy, connectivity to regional and global markets, technological innovation, and climate resilience. By analyzing that data, we have identified five key themes that CEOs, investors, and city leaders should consider in planning their next steps.

Leading cities are commercial, connectivity, and investment hubs

During the 20th century, leading global cities were mainly in North America, Europe, and Japan. However, rapid growth in China, India, and emerging economies has created new urban powerhouses — from megacities like Shanghai and Seoul to fast-growing Gulf cities. CEOs must pinpoint which cities will sustain their competitive edge amid geopolitical and technological shifts, while city leaders should learn from these emerging successes.

Emerging markets are jockeying for a place in global supply chains

Tariffs and technology are reshaping global manufacturing, increasing supply chain diversification and reshoring. Emerging champions such as Ho Chi Minh City, Guadalajara, and Tangier are winning market share by providing low costs, nearshoring opportunities, and diversification, even as reshoring efforts, driven by measures to bolster economic sovereignty, boost new investments across cities such as Phoenix and Munich.

Affordability and business shifts help midsize cities generate outsize growth

The game today is not all about global megacities. Midsize cities in emerging and developed markets — from Austin and Hamburg to Patna — are growing rapidly by leveraging new industries, taking advantage of shifting supply chains, and offering more affordable housing than their bigger rivals. These cities are key drivers of future economic growth, innovation, and investment opportunities beyond traditional global hubs.

Innovation and tech hubs shape the knowledge economy

Accelerating technological innovation is driving today’s economy and reshaping opportunities. To compete effectively, cities must become innovation hubs to attract and nurture skilled talent, while also offering strong science, technology, engineering, and mathematics (STEM) education, vibrant tech ecosystems, and favorable policies. The global talent war already is fierce with favorable tax rates, visa rules, and indices of livability influencing flows of skilled workers.

Climate resilience is key to attract business and talent

Cities are on the front lines of climate change, and the gap between leaders and laggards will widen as the threat worsens. Those that invest in resilience, ranging from flood protection to renewable power — as Paris and Singapore have done — will be better able to attract business and talent. Those that struggle will face worsening dynamics, including rising insurance costs, shortages in resources such as water, and even potential population displacement.

Future cities by the numbers

Data that shows how future cities will account for 75% of global GDP and 25% of global population.

2.1 billion Population (25% of global total)
$88 trillion GDP (75% of global total)
Future cities by the numbers

Data that shows how future cities will account for 75% of global GDP and 25% of global population.

2.1 billion Population (25% of global total)
$88 trillion GDP (75% of global total)

Globalization is far from dead, and cities are living proof. The average multinational company currently operates in more than 120 cities. That number will increase as technology, economic and demographic growth, and changing trade policies create new business opportunities.

Deciding where to invest has never been more critical. Companies must navigate complex factors — geopolitical tensions, supply chain resilience, rapid technological disruption, and rising climate risks — as they reshape their global footprints for growth. Getting these decisions right can lock in durable advantages in sourcing, market access, talent, and resilience. Getting them wrong puts growth and stability at risk. Policymakers face equally high stakes as they strive to position their cities competitively in this evolving global landscape.

To help leaders navigate these challenges, the Oliver Wyman Forum ranked 1,500 cities globally using over 50 key indicators that will drive future city growth, ranging from the presence of multinationals and the availability of venture capital funding to flight connectivity and work visa policies. These cities account for more than three-quarters of global GDP, worth some $88 trillion, and are home to 1.9 billion people who spend an estimated $56 trillion annually. They host 92% of the world’s listed companies and are the starting point for 86% of the world’s passenger flights.

Globalization is far from dead, and cities are living proof. The average multinational company currently operates in more than 120 cities. That number will increase as technology, economic and demographic growth, and changing trade policies create new business opportunities.


Future cities by the numbers

Data that shows how future cities will account for 75% of global GDP and 25% of global population.

2.1 billion Population (25% of global total)
$88 trillion GDP (75% of global total)

Deciding where to invest has never been more critical. Companies must navigate complex factors — geopolitical tensions, supply chain resilience, rapid technological disruption, and rising climate risks — as they reshape their global footprints for growth. Getting these decisions right can lock in durable advantages in sourcing, market access, talent, and resilience. Getting them wrong puts growth and stability at risk. Policymakers face equally high stakes as they strive to position their cities competitively in this evolving global landscape.

To help leaders navigate these challenges, the Oliver Wyman Forum ranked 1,500 cities globally using over 50 key indicators that will drive future city growth, ranging from the presence of multinationals and the availability of venture capital funding to flight connectivity and work visa policies. These cities account for more than three-quarters of global GDP, worth some $88 trillion, and are home to 1.9 billion people who spend an estimated $56 trillion annually. They host 92% of the world’s listed companies and are the starting point for 86% of the world’s passenger flights.


Distribution of the top 250 cities, by region and category
Source: Oliver Wyman Forum

Global CEOs and investors must rethink their geographic strategies to capitalize on this growth. Choosing where to open new offices, build factories, deploy sales teams, or find the next unicorn is an ongoing process. While geopolitical tensions and supply chain challenges increasingly influence these decisions, the fundamental opportunities remain. A company's geographic spread simultaneously enhances resilience across its facilities, workforce, and customer networks in a disrupted world.

City leaders in turn have a unique opportunity to attract new business investment, create greater employment opportunities, leverage emerging technologies, and build stronger climate resiliency. Past success no longer guarantees future wins. Leaders who act boldly can compete with the world’s existing champions, as evidenced by the rapid rise of Gulf cities from Dubai to Riyadh, China’s electric-vehicle capital Hefei, and America’s Battery Belt cities.

More than 480 of our cities are in Europe and the United States, where factors ranging from data center investment to industrial reshoring drive growth. But an even larger share are in  Asia, the Middle East, Africa, and Latin America, where average GDP growth rates are often several percentage points higher and 84% of the world’s urban population resides. While not all of these cities will thrive, many will outperform their countries at large.


1,500 Cities by region and population

Exhibit of the distribution of the top cities for future business growth by region and population, with the highest populations concentrated in Asia.

Search icon

Country

Population


Five critical themes driving city performance

Our indicators measure how well cities perform in areas such as commercial vibrancy, connectivity to regional and global markets, technological innovation, and climate resilience. By analyzing that data, we have identified five key themes that CEOs, investors, and city leaders should consider in planning their next steps.

Leading cities are commercial, connectivity, and investment hubs

During the 20th century, leading global cities were mainly in North America, Europe, and Japan. However, rapid growth in China, India, and emerging economies has created new urban powerhouses — from megacities like Shanghai and Seoul to fast-growing Gulf cities. CEOs must pinpoint which cities will sustain their competitive edge amid geopolitical and technological shifts, while city leaders should learn from these emerging successes.

Emerging markets are jockeying for a place in global supply chains

Tariffs and technology are reshaping global manufacturing, increasing supply chain diversification and reshoring. Emerging champions such as Ho Chi Minh City, Guadalajara, and Tangier are winning market share by providing low costs, nearshoring opportunities, and diversification, even as reshoring efforts, driven by measures to bolster economic sovereignty, boost new investments across cities such as Phoenix and Munich.

Affordability and business shifts help midsize cities generate outsize growth

The game today is not all about global megacities. Midsize cities in emerging and developed markets — from Austin and Hamburg to Patna — are growing rapidly by leveraging new industries, taking advantage of shifting supply chains, and offering more affordable housing than their bigger rivals. These cities are key drivers of future economic growth, innovation, and investment opportunities beyond traditional global hubs.

Innovation and tech hubs shape the knowledge economy

Accelerating technological innovation is driving today’s economy and reshaping opportunities. To compete effectively, cities must become innovation hubs to attract and nurture skilled talent, while also offering strong science, technology, engineering, and mathematics (STEM) education, vibrant tech ecosystems, and favorable policies. The global talent war already is fierce with favorable tax rates, visa rules, and indices of livability influencing flows of skilled workers.

Climate resilience is key to attract business and talent

Cities are on the front lines of climate change, and the gap between leaders and laggards will widen as the threat worsens. Those that invest in resilience, ranging from flood protection to renewable power — as Paris and Singapore have done — will be better able to attract business and talent. Those that struggle will face worsening dynamics, including rising insurance costs, shortages in resources such as water, and even potential population displacement.

How businesses can position for future change

CEOs and investors need to anticipate that geographic opportunities may look very different in 10 years. They need to evaluate which cities are likely to emerge as technology talent hubs, and identify areas where new manufacturing and logistics hubs are expanding near the business’ existing and target customers. They also should examine where the next 250 growth cities are likely to be located and what their consumers and businesses are buying, and which cities are spending to build climate resilience.

Potential action steps
  • Develop market expansion plans to capture opportunities in the next wave of 250 growth cities as new industries emerge
  • Strengthen supply chain resilience by diversifying production across multiple cities, de-risking tariffs and climate
  • Explore acquisition opportunities in both major and midsize cities, with the latter emerging as new value creators
  • Consider the costs and benefits of concentrating operations in major business hubs as opposed to more affordable midsize options
  • Invest in operations and partnerships in cities that attract technology talent or offer outsourcing locations to fill critical talent gaps

How governments can position for future change

City leaders must prepare for intensified competition from both international and domestic peers. Key questions include how to attract foreign multinationals, how to win manufacturing investments amid shifting supply chains, how to draw the right talent to become a technology hub, and how to address climate risks that affect livability.

Potential action steps
  • Design visa policies competitively to ensure a sufficient supply of “in-demand” talent, especially in the technology and artificial intelligence fields
  • Attract international institutions and associations that will draw global talent, connectivity, and publicity
  • Target anchor multinationals to open offices, invest in R&D centers, and establish local partnerships to build a commercial ecosystem
  • Develop a long-term climate action plan to reassure investors of the city’s resilience to extreme weather events and reduce associated business costs
  • Nurture a startup ecosystem as a magnet for technology talent, venture capital, and multinationals seeking to partner with new innovators
What's at stake

Statistics about how businesses can position themselves for future business growth, with 54% of European CEOs pursuing M&A for geographic expansion.

54% of European CEOs are pursuing M&A for geographic expansion (vs. 40% of North American CEOs)
45% of large-firm CEOs are planning to reconfigure supply chains
50% of CEOs see talent as their top opportunity
Source: The Oliver Wyman Forum x New York Stock Exchange CEO Agenda 2026

How businesses can position for future change

CEOs and investors need to anticipate that geographic opportunities may look very different in 10 years. They need to evaluate which cities are likely to emerge as technology talent hubs, and identify areas where new manufacturing and logistics hubs are expanding near the business’ existing and target customers. They also should examine where the next 250 growth cities are likely to be located and what their consumers and businesses are buying, and which cities are spending to build climate resilience.

Potential action steps
  • Develop market expansion plans to capture opportunities in the next wave of 250 growth cities as new industries emerge
  • Strengthen supply chain resilience by diversifying production across multiple cities, de-risking tariffs and climate
  • Explore acquisition opportunities in both major and midsize cities, with the latter emerging as new value creators
  • Consider the costs and benefits of concentrating operations in major business hubs as opposed to more affordable midsize options
  • Invest in operations and partnerships in cities that attract technology talent or offer outsourcing locations to fill critical talent gaps

What's at stake

Statistics about how businesses can position themselves for future business growth, with 54% of European CEOs pursuing M&A for geographic expansion.

54% of European CEOs are pursuing M&A for geographic expansion (vs. 40% of North American CEOs)
45% of large-firm CEOs are planning to reconfigure supply chains
50% of CEOs see talent as their top opportunity
Source: The Oliver Wyman Forum x New York Stock Exchange CEO Agenda 2026

How governments can position for future change

City leaders must prepare for intensified competition from both international and domestic peers. Key questions include how to attract foreign multinationals, how to win manufacturing investments amid shifting supply chains, how to draw the right talent to become a technology hub, and how to address climate risks that affect livability.

Potential action steps
  • Design visa policies competitively to ensure a sufficient supply of “in-demand” talent, especially in the technology and artificial intelligence fields
  • Attract international institutions and associations that will draw global talent, connectivity, and publicity
  • Target anchor multinationals to open offices, invest in R&D centers, and establish local partnerships to build a commercial ecosystem
  • Develop a long-term climate action plan to reassure investors of the city’s resilience to extreme weather events and reduce associated business costs
  • Nurture a startup ecosystem as a magnet for technology talent, venture capital, and multinationals seeking to partner with new innovators

Cities offer a new opportunity for CEOs and policymakers

In a world shaped by national statecraft, disrupted supply chains, and worsening climate, the importance of cities will only grow. CEOs will need to be more strategic about where to invest, to ensure their corporate footprint aligns with the changes at hand. Policymakers have a unique opportunity to capture new investments and rethink their city’s future. But not all municipalities  are equal, and understanding what enables a city to thrive is essential in our complex world.

Cities offer a new opportunity for CEOs and policymakers

In a world shaped by national statecraft, disrupted supply chains, and worsening climate, the importance of cities will only grow. CEOs will need to be more strategic about where to invest, to ensure their corporate footprint aligns with the changes at hand. Policymakers have a unique opportunity to capture new investments and rethink their city’s future. But not all municipalities  are equal, and understanding what enables a city to thrive is essential in our complex world.

Cities offer a new opportunity for CEOs and policymakers

In a world shaped by national statecraft, disrupted supply chains, and worsening climate, the importance of cities will only grow. CEOs will need to be more strategic about where to invest, to ensure their corporate footprint aligns with the changes at hand. Policymakers have a unique opportunity to capture new investments and rethink their city’s future. But not all municipalities  are equal, and understanding what enables a city to thrive is essential in our complex world.

About the authors

Ben Simpfendorfer is a partner at Oliver Wyman, based in Hong Kong. He also leads the Oliver Wyman Forum’s work across Asia Pacific, and works across a range of practices, including geopolitics, public policy, finance, and risk. He also drives the firm’s Asia-Middle East corridor initiatives.

 

Matthew Tucker is a partner in Oliver Wyman’s Private Capital practice, based in London. With close to 20 years of experience working across private equity, financial and business services, and fintech, Matt brings extensive and varied expertise that enables him to support investors and entrepreneurs throughout every stage of the investment lifecycle.