9 MAGAZINE The inexorable forces of technology, uncertainty, and, of course, COVID-19 are currently driving a large-scale change in values, habits, and collective behavior, a shift requiring new models for economic, political, and social leadership. This is the core theme of this edition of UNO 35. We hear from a very interesting series of contributors who discuss the topic from several different points of view and parts of the world. All those contributors share one thought in common: All of them believe this current crisis is ultimately a transformative force, accelerating changes that were already in motion. This idea is especially relevant for the digital and technological sectors, which now more than ever require far more solid, but also flexible and resilient, economic structures. We need new channels and collaborative spaces for public and private sector contact, as well as a host of state-focused structural reforms committed to long-term anticipation. New forms of governance will be necessary as leadership values, gestures, and styles continue to evolve. In partnership with Trivu, LLYC perfectly described the road before us via its recent Future Leaders project, one of the first reports comparing current leaders and leadership styles to those of the younger generation, which will lead the world in less than two decades. Utilizing linguistic processing and artificial intelligence, we discovered that today’s leaders operate better in the world of ideas, remaining wary of new innovations. They are pragmatic but require order and structure in their surroundings. On the other hand, new generations are responsible, idealistic, and less hierarchical. They have a more acute sense of duty, a higher degree of curiosity, and more open minds. Naturally, they carry technology in their DNA. They are assertive but, unlike older generations, tend to be more participatory, prioritizing respect and the wellbeing of others. They are mindful of the impact their actions have on the outside world, and are well-aware of the necessity of collective action. Getting to the core of the issue, the central difference between these two groups regards the matter of emotional management. Traditional leaders tend to hide their emotions, whereas upcoming leaders consider emotion to be integral to their roles. The history of leadership has always been a pendulum, and in short, we are seeing the pendulum swing in real time José Antonio Llorente Founding partner and chairman at LLYC / United States - Spain