Author: gqSbgCfmna

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Populist parties are already in power in some developed countries and waiting just outside the door in many more. The key trick of populist politicians is to tell the voters what they want to hear, and the voters definitely do not want their lives to be disrupted by global heating, so they are told it is not happening. It’s “the world’s biggest con”, in Donald Trump’s words.

These lies have consequences. On the eve of COP30, the annual climate summit that opened in Brazil on Monday, only one-third of the countries that signed the UN Framework Convention on Climate Change (64 out of 198) had submitted their plans for reducing their greenhouse gas emissions.

Every member is supposed to improve their “Nationally Determined Contributions” to cutting emissions every five years, and new NDCs are due this year, but they are being ignored by most countries this time around. Money is tight, wars are a huge distraction, and climate has become unfashionable, so we’ll just have to wait and hope for better times. That could be a plausible, even a sensible strategy if we were still in the nineties or the noughties, when climate change was still seen as a slow, linear, and above all, predictable process. But we now know that like most natural processes, climate change usually happens in sudden lurches: you cross an invisible threshold, and suddenly you are in a changed world.

It’s not just plain old physics, which gives you nice, smooth curves. With the biosphere, you are dealing with complex systems that can change in abrupt and unforeseen ways. They may also resist attempts to switch them back to the original climate state.

This is the world that today’s climate scientists inhabit: they know that the trend is relentlessly upward in temperature, but they also now know that the warming may accelerate if they cross one of those invisible thresholds. Indeed, that is why the scientists persuaded their political masters back in 2018 to set a “do not exceed” target for average global temperature of 1.5 degrees Celsius above the pre-industrial level (+1.5C). But it turned out they were still being too optimistic.

In 2023, the average global temperature suddenly jumped by about a third of a degree in the single month of June, all the way up to that “do not exceed” level of +1.5C — and it has been around there ever since. The previous assumption was that we wouldn’t get there until the mid-2030s. What happened?

It took a year and a half to figure it out. The warming had crossed an invisible threshold, and suddenly the amount of low-lying cloud over the oceans in the tropics decreased sharply, letting a lot more sunshine reach the Earth’s surface. Sunshine equals warming, and away we all go. It’s called a “feedback”.

Then scientists noticed that the amount of carbon dioxide entering the atmosphere soared in 2023-2024, from an average of 2.6 ppm in the past decade to 3.7 ppm. It doesn’t sound like a lot, but this is the main factor that determines the speed of the warming, and it has grown by a third in two years.

In effect, we are now walking across a minefield. Some other feedbacks we know about, like the potential collapse of the Atlantic Meridional Overturning Circulation (AMOC or “Gulf Stream”), but we don’t know when they will activate. And there are probably others we simply don’t know about at all.

What can we do about this beyond cutting our emissions as fast as possible? Holding the warming down by direct human intervention would be equally useful if the goal is to avoid triggering more feedbacks, but there is a superstitious fear about “geoengineering” even in parts of the scientific community.

Nothing very impressive is likely to come out of COP30 despite the urgency of the situation, and we will continue to mark time until intellectual and political fashions change. If that’s too late, then too bad. We are a species that evolved to live in small groups who were always at war with one another. To build a civilisation, we had to learn to live in groups millions strong and stop the wars, and both are still works in progress. If we can fix those problems, we can probably still solve the climate challenge. If not, then not.

Amid economic volatility, maintaining quality at each branch and keeping the essence of the brand are the keys to dealing with fierce competition in the restaurant sector, according to Nittaya Kai Yang, the renowned Thai-Isan restaurant brand.

Raweewan Laksanavisit, founder of Nittaya Kai Yang, said what has driven the brand for 25 years is the desire to share the taste of home and the warmth of Thai hospitality.

The brand’s enduring success, according to Phadej Kantajinda, executive director of Nittaya Kai Yang Group, lies in its ability to evolve without losing its essence.

“Isan cuisine has always been popular, but the market is now more competitive than ever,” he said. “Our strategy is to maintain the soul of our food while modernising the customer experience, from restaurant design to service innovation and delivery channels.”

Mr Phadej said Nittaya Kai Yang’s growth is guided by four core strategies. The first is its winning zone, focusing on everyday comfort food with a universal taste that appeals to all.

The second is craftsmanship and quality, where great taste begins with great ingredients, supported by a central kitchen that ensures consistent flavours across every branch.

The third, building a bond business, emphasises creating strong emotional connections with staff and customers through warm service and memorable dining experiences.

Lastly, its location strategy prioritises selective expansion in high-potential areas to strengthen accessibility and sustain long-term growth.

Mr Phadej said increasing competition has prompted major restaurant chains to diversify their brands and focus on using high-quality ingredients to stand out.

“Maintaining stable prices during economic uncertainty is a key strategy for customer satisfaction. Internal management also plays a crucial role in cost control, allowing us to preserve both quality and reasonable pricing, even as costs climb,” he said.

This year, the company is allocating an investment budget of over 30 million baht to renovate three existing branches, Soi Sailom (Phahon Yothin Soi 8), Rangsit Khlong 2 and Pinklao, to create a more modern and contemporary atmosphere.

Nittaya Kai Yang has expanded beyond Bangkok for the first time this year, with a new branch at Lotus’s Saraburi, with investment of 8 million baht.

The company operates 31 branches, primarily located in Bangkok.

Over the past four years, Nittaya Kai Yang’s revenue has grown steadily, from 628 million baht in 2021 to 986 million baht in 2024.

The company expects to achieve sales of 1 billion baht in 2025.

He said for the next 3-5 years, the economy is expected not to perform well. The key challenge is to maintain the growth of existing branches rather than focus on expansion.

The University of the Thai Chamber of Commerce’s (UTCC) Competitiveness Center is calling on Thai entrepreneurs to build core competencies to ensure sustainable growth and adapt to the rapidly evolving platform economy structure.

This is also required to overcome the challenges stemming from the increase in commission fees being charged by digital platforms.

The recommendation follows the centre’s in-depth analysis in a white paper titled “Thailand’s Platform Economy in the Age of Creative Destruction: Pathways toward Sustainable Entrepreneurship and a Resilient Digital Ecosystem”.

The report connects Thai digital dynamics with two theoretical frameworks that gained recognition by receiving the 2025 Nobel Prize in Economic Sciences, which identify factors for sustainable growth through technological advancement. One is the “creative destruction” theory of Philippe Aghion from Collège de France and Peter Howitt from Brown University, who developed mathematical models explaining the creative destruction process. The model notes when new technologies and business structures replace old models, companies clinging to outdated technologies and business models cannot compete. Innovation thus simultaneously creates new possibilities while destroying existing structures.

Theerakorn Udomratanamanee, vice-dean for administrative affairs at UTCC’s Creative Entrepreneurship School, said the trend of raising fees among the digital platforms reflects a natural transition known as creative destruction. Platforms are moving from the market creation phase focused on massive investment to attract users to value creation, focusing on revenue generation for business sustainability.

With the value of online transactions projected to exceed 1.2 trillion baht in 2024, accounting for 6.5% of GDP, digital platforms have become a core economic infrastructure that entrepreneurs must utilise to full efficiency.

Supasan Preedawiphat, dean of the UTCC’s Creative Entrepreneurship School, said the 2025 “E-Commerce at the Crossroads” report by Blackbox Research indicates that Southeast Asian countries are transitioning from quantitative to qualitative growth.

To thrive in this new environment, entrepreneurs must build four technical competencies described as the “PACE” acronym.

The first competency (P) refers to “platform literacy and digital operations”. This competence requires a deep understanding of platform systems, efficient use of digital tools, and the ability to make data-driven strategic decisions. For instance, a coffee shop might use customer analytics to adjust advertising according to peak ordering times, which increases sales while reducing costs.

The second competency (A) refers to “added-value innovation and service excellence”. Entrepreneurs must have the ability to create product differentiation through innovation that adds value to products and the customer experience.

The third competency (C) refers to “collaborative brand trust with smart data use”, while (E) refers to “expansion readiness and regional integration” or the ability to connect to regional and cross-border markets.

Mr Supasan also cited another theoretical framework honoured with the 2025 Nobel Prize in Economic Sciences, which is the work of Joel Mokyr from Northwestern University. His work demonstrates through historical evidence that technology creates truly sustainable growth only when society has three foundations: advanced knowledge and science; technical proficiency of labour and the business sector; and institutions and rules that facilitate innovation emergence and widespread dissemination.

Mr Supasan said the government therefore has a crucial role in creating a new economic infrastructure. The state must progress from “regulator” to “co-designer of ecosystems”.

For a sustainable positive impact on all stakeholders in the platform ecosystem, the government’s regulatory role should comprise four main dimensions that refer to the “LEAD” acronym, Mr Supasan noted.

L refers to Linkage Creation, an investment in infrastructure and the fostering of linkages between various sectors. Thailand has starting points such as the Personal Data Protection Act but can build further, such as requiring platforms to notify sellers in advance when changing policies affecting stores in order to create transparency and fairness in the platform ecosystem.

E refers to empowerment through competence or continuously developing entrepreneurial skills using integrated training, tools, and tax incentives, while A refers to adaptive governance, creating flexible rules that upgrade product standards, link trade agreements, and build the “Thailand Trusted Source” image.

D represents distributed trust by building confidence through transparent mechanisms. Kittipong Sakornsathien, the centre’s director, said successful implementation of these measures could reverse the declining trajectory of Thailand’s competitiveness ranking.