Der wahre Motor der Entwicklung ist nicht dort, wo wir es glauben.

The new administration’s decision to govern from the territories has sparked a broader conversation that goes beyond politics. It invites reflection on how Colombia should shape its economic development over the coming years. Governing from regions does not simply mean relocating the seat of power, it signifies a deeper shift: recognizing that national competitiveness is built within local communities. More than three decades ago, Professor Michael Porter transformed our understanding of economic development. His idea was simple yet revolutionary: competitive advantage does not come solely from natural resources or decisions made in the capital. Instead, it emerges when businesses, universities, public institutions, and civil society create real innovation ecosystems, productivity, and trust. In other words, countries don’t compete, regions do. Colombia offers valuable examples of this reality. Antioquia did not become one of the country’s leading economic engines merely because of its entrepreneurial spirit. Over decades, it established an ecosystem where private enterprise, universities, compensation funds, innovation centers, financial institutions, and local governments learned to work toward shared goals. The Coffee Belt turned an agricultural product into a globally recognized brand through collaboration among producers, cooperatives, institutions, and the tourism sector. Similarly, the Valle del Cauca strengthened its competitiveness by combining logistics infrastructure, agribusiness, manufacturing, and a robust business network. None of these stories alone explains regional success. However, they all share a common element: development occurs when different actors stop competing and start building collective capabilities. This may be the true challenge facing the new government. Simply approaching regions is not enough; helping them strengthen their own development ecosystems is essential. Achieving this requires a change in mindset across all sectors. The national government must act as a coordinator of a shared vision. Municipalities and mayors will need to enhance their technical capacities, improve planning, and execute with transparency. The private sector must take on a more active role as investor, job creator, and driver of innovation. Academia faces the task of accelerating the training of talent needed by each territory. Communities must actively participate in shaping a long-term vision that transcends political cycles. Nothing will be possible without rebuilding trust. For too long, the relationship between the state and the private sector has been marked by mutual distrust. Yet international evidence shows that the most competitive regions are those where both understand their distinct yet complementary roles. The state creates conditions. The private sector generates value. Academia develops knowledge. Society provides legitimacy. When one tries to replace the other, the system loses effectiveness. When all work in harmony, the impact multiplies. Perhaps that is why the most important concept for the coming years is not decentralization. It is synchronization. The ability to align purposes, timing, and capacities around a common goal. Because a region does not thrive when everyone does the same thing. It thrives when each institution excels in fulfilling its purpose and finds ways to coordinate with others. If governing from the territories can become this kind of synchronization, Colombia will have done much more than just a bureaucratic step. It will have taken a leap toward a new model of development.