“The World to Come as Seen by the CIA”

Éditions des Équateurs, Robert, Diane; United States, Office of the Director of National Intelligence; United States, Central Intelligence Agency

What perspectives can humanitarians draw from the CIA’s latest forward-looking report?

On May 28, the French translation of the latest CIA report intended for the U.S. administration was published in France by Éditions Équateurs Documents. The report, published under the title “The World to Come as Seen by the CIA – Analyses, Facts, and Figures”, offers humanitarians—always alert and seeking foresight regarding tectonic shifts, crisis arcs, fault lines, and the major trends of “concrete geopolitics” that condition our actions—an opportunity to examine their own perspectives, drawing from the data and interpretations of the main U.S. intelligence agency, which in Europe often carries a negative image.

Before delving into the most significant analyses of the report, it is important to highlight two major “biases”:

  1. The report is conceived, written, and structured solely from the perspective of U.S. interests and “extreme and critical” threats to them. It is likely that a similar report produced by French intelligence, while pointing out the same unavoidable phenomena, would highlight others, create a partially different threat hierarchy, and perhaps provide a more nuanced or complex vision.

  2. The report is designed for the current U.S. administration—i.e., the Trump administration. Between the lines, one can detect a vision aligned with, and anticipating, the ideological assumptions and worldview of that administration. Similarly, the absence of a mention of a phenomenon (climate change, for example, as we will return to) is itself indicative of the threat posed by the refusal of the world’s leading power to address that issue.

With that said, the presentation of global perspectives by the world’s leading power cannot leave one indifferent; above all, it cannot “leave the world indifferent,” since U.S. perceptions, in turn, shape the world.

Structurally, the French edition comprises three distinct parts: the report titled Annual Threat Assessment of the U.S. Intelligence Community, the transcript of a U.S. Senate hearing on current global threats, and finally a section Analysis, Facts, and Figures concerning nine countries/states selected, presumably, as significant.

CIA Headquarters, Langley, VA

Let us examine, in a non-exhaustive way, the report’s most decisive analyses regarding “extreme and critical” threats to U.S. interests and attempt to discern their consequences or factors for humanitarians in their present and future work.

The first threat cited in the report as affecting U.S. interests (a priority confirmed in the Senate hearing) is organized crime and drug cartels responsible for the massive influx of drugs into the U.S. (notably fentanyl, which has caused widespread deaths), human trafficking, and illegal immigration. While a serious and real threat, this priority is largely influenced by the ideological focus of the current U.S. administration on immigration and related crime (drug inflow, prostitution, and migrant influx often viewed as inseparable). For humanitarians, this political orientation toward border closure and deportation suggests the need to implement or expand programs for the Caminentes (“those who journey”): migrants stranded in Central America or forcibly returned without resources or shelter. The coming years may see a growing population of men, women, and children left with nothing, either there or here, who will require assistance—from daily survival to education.

A persistent threat emphasized by the report is the continuation or increase of terrorism risk. In Asia and the Middle East (except Yemen), ISIS is identified as the primary actor capable of resurging—even without territory—taking advantage of any regional or local instability (e.g., in Syria), expanding as in Somalia or West Africa where it rivals Al-Qaeda networks, and inspiring local initiatives in Europe or Russia. ISIS-Khorasan in Central Asia is described as particularly aggressive, seeking to exploit “high-vulnerability travel routes.” In West Africa and the Sahel-Saharan belt, regional Al-Qaeda affiliates will increasingly destabilize states like Mali, Burkina Faso, and Niger (and further toward the Gulf of Guinea), with growing attacks on urban centers and diminishing government control. The report highlights the coordination between active Al-Qaeda affiliates in Yemen (AQAP) and Somalia (Shabab) with the Houthis, facilitating access to more sophisticated weapons and possible coordination to strike Western interests and commercial traffic. For humanitarians, already aware of this threat, the report reinforces the need to anticipate risks along local or cross-border routes, isolated settlements, and logistics chains. Western-origin humanitarians will increasingly be threatened and targeted where these organizations expand, and access to the most remote populations may be risky, contested, or blocked.

China is presented as a source of both regional (expansionist policy in the South China Sea, de facto annexation of islands and islets, military encirclement and harassment of Taiwan) and global threats. U.S. analysts anticipate a coherent “galaxy” of major risks from China’s deliberately aggressive actions: disruption of supply routes and logistics chains used by Western countries, threats to critical infrastructure (energy, security, health, transportation, banking networks, etc.), and information, communication, and internet systems; covert use of AI to manipulate data and open-source information (similarly cited for Russia); and data exfiltration from Western internal or external networks. Humanitarians, who position emergency stocks abroad and ship supplies worldwide, must consider the vulnerability of their logistics chains. Likewise, humanitarian organizations increasingly produce and rely on borderless digital information—data, communications, mapping. To what extent are our systems immune to intrusion, exfiltration, or manipulation?

The Chinese threat is compounded by Russia, which poses risks to Western satellite networks and related communications systems. Humanitarians must question their increasing dependence on vulnerable satellite links. Notably, the report does not mention the risk of Russia cutting undersea internet cables, despite NATO taking it seriously—perhaps intentionally downplaying Russian culpability.

SCO Summit, Shanghai 2025 ©X_Narendramodi

Regarding Ukraine, U.S. analysts do not foresee an imminent collapse along the contact line. Their assessment can be summarized: “The longer the war continues in Ukraine, the more Ukraine will lose.” The report notes Russia’s current military advantage and capacity to continue its campaign longer than Kyiv. Compared to the French former Chief of Staff’s caution that victory favors the adversary who can endure slightly longer, the CIA report highlights the growing risk of large-scale conflict between NATO allies and Russia, including potential nuclear weapons use. While the humanitarian role in a nuclear conflict is theoretical, humanitarians must consider what their role—or absence thereof—would be in a high-intensity, widespread European conflict, where operational procedures, safety guidelines, and logistics could collapse. The potential scale of displacement and humanitarian need would far exceed current capacities, placing humanitarian organizations among the first victims of high-intensity war in the West.

In the Middle East, written before recent Israeli-U.S. strikes on Iranian nuclear and military installations, the report lists expected critical threats: attacks on Israel and U.S. facilities, blockages of energy, trade, and logistics routes by Iran or its proxy in Yemen (Houthis). Regarding Syria, the report underscores volatility after Bashar al-Assad’s fall and the risk of ISIS resurgence. For humanitarians, vigilant in the region, this is a reminder: worsening political and military volatility, attacks on minorities (Alawites, Druze), interventions affecting Rojava, or renewed Turkish action would jeopardize access to isolated or displaced populations.

© UNICEF Ashley Gilbertson

As noted, what a report omits can be as telling as what it includes: climate change. During the Senate hearing, Tulsi Gabbard, Director of National Intelligence, was directly questioned about its absence. Her response—that the report focuses on the most extreme and critical national security threats—implies to humanitarians that the U.S. is unlikely to fund adaptation or resilience programs for vulnerable populations. Consequently, humanitarian needs related to climate change may exceed expectations and capacities. By contrast, French think tanks, such as Institut Montaigne, acknowledge climate’s centrality to policy planning by 2040.

The final section covers nine countries, revealing symbolic and strategic choices. Notably, Denmark, Greenland (separately treated), and Canada are included. Two cases stand out: Syria—marked as “head of state: vacant,” highlighting U.S. ambiguity regarding figures like Ahmed al-Charaa/Al Joulani—and Turkey, whose dossier underscores the massive refugee intake, highlighting the complex humanitarian challenge of new arrivals, return policies, or mass movements toward Europe.

Conclusion

High-intensity Russia-NATO conflict where humanitarian actors would have limited role; growing instability in the Middle East, West Africa, the Sahel-Saharan belt, and Central Asia; threats to supply chains; ongoing risks to information and communication systems; possible data manipulation; U.S. disregard of climate-related humanitarian impacts; and massive unmet humanitarian needs. While the CIA report may be oriented, sometimes simplistic or unnuanced, one fact is clear: humanitarians face pervasive danger and must act—or reinvent themselves—to remain relevant.

Pierre Brunet

Writer and Humanitarian

Pierre Brunet is a novelist and member of the Board of Directors of the NGO SOLIDARITES INTERNATIONAL. He became involved in humanitarian work in Rwanda in 1994, then in Bosnia in 1995, and has since returned to the field (Afghanistan in 2003, the Calais jungle in 2016, migrant camps in Greece and Macedonia in 2016, Iraq and north-eastern Syria in 2019, Ukraine in 2023). . Pierre Brunet’s novels are published by Calmann-Lévy: Barnum in 2006, JAB in 2008, Fenicia in 2014 and Le triangle d’incertitude in 2017. A former journalist, Pierre Brunet regularly publishes analytical articles, opinion pieces and columns.

 

 

I invite you to read these interviews and articles published in the edition :

HULO, The Humanitarian Cooperative: Deserved recognition for measurable impact.

An article by Pierre Brunet

Janez Lenarcic, Commissioner for Humanitarian Affairs (ECHO) presents the 2023 Humanitarian Innovation Award at the European Humanitarian Forum 2024 to Jean-Baptiste Lamarche, Director General of Hulo. © Photo Serena Vittorini and Geert Vanden Wijngaert

In a previous edition of Humanitarian Challenges, we mentioned the birth of hulo (HUmanitarian LOgistics), this humanitarian cooperative created in June 2021 in the wake of the RLH (Humanitarian Logistics Network), which today brings together 13 humanitarian organizations and is established in 6 countries in 2023. Born out of awareness of “urgent need to do more with less”[1] » as expressed by hulo, it remained to measure the performance of this initiative, based on the hulo impact report dated January 2024, and based mainly on 2023 data. This is what we want to do now, especially through an exchange with Jean Baptiste Lamarche, CEO of hulo, who played a major role, from the origin of the RLH to this cooperative.

Before starting this conversation, it is useful to clarify that the “flagship” of hulo’s activities and engagement, although we will cover the others, is the “Joint Procurement Initiative” (JPI), which bring together through hulo the needs of aid organizations in the purchase of food and products, in order to achieve economies of scale (15.03% in 2023 according to the impact report), product quality improvements benefiting all, and greater administrative fluidity in purchasing procedures. Within hulo, there are currently 7 JPI operational, and soon 8 more to come.

Discussion with Jean-Baptiste Lamarche, CEO of HULO:

– PB: hulo participated in the European Humanitarian Forum (EHF) on 18 and 19 March, where you took part in the session “Improving the efficiency of humanitarian aid delivery”[2] ». On this occasion, hulo received the InnovAid Innovation Award. Is it for you a form of recognition, an encouragement?

– JBL: For us, this 2023 Humanitarian Innovation Award is indeed a sign of strong recognition, because of the quality of the selection (among 58 candidates), but also of confidence and encouragement, because now that the pilot phases are validated, we are entering the expansion phase of our solution, which still represents many new challenges.

Fabrice Perrot, Cécile Terraz and Jean Baptiste Lamarche at the European Humanitarian Forum 2024. © Photo Cécile Terraz

– PB: It seems to me that the essential information of the 2024 impact report of hulo is that this cooperative has allowed its members to realize savings in terms of purchase of 15.03% on average, with an improvement, often, in the quality of the products, streamlining and simplifying purchasing procedures and reducing fraud. Do you think there is still room for improvement in this already remarkable result?

– JBL: Yes, we now need to institutionalize these new ways of working in the internal workings of organizations. This represents a major challenge in driving change in highly structured practices (notably through donor rules), and for which considerable efforts remain to be made by all stakeholders (participating NGOs, donors, hulo, etc.).

– PB: In the impact report, we read that you analysed 208,000 purchasing lines for a value of about 300 million euros, which seems like a huge task. What role do you see in streamlining these analyses for the LINK software, which we discussed in our first article on hulo, and for artificial intelligence (AI)?

– JBL: The use of the LINK software allows, thanks to its catalogue of more than 4,000 articles, to structure the data from the start of a command line. The LINK software therefore provides quality data, which makes it possible to speed up and streamline data analyses to identify possible efficiency gains, and to define operational priorities. With a growing number of participating organizations, the volume of data is also growing and so we are building Machin Learning tools[3] and Artificial Intelligence, to automate data processing tasks.

– PB: Beyond that, you say in the impact report that hulo wants to be “data driven”, that is, driven by data analysis, within the framework of the operational choices of its members. Can you tell us more about this, and in particular about the role of the BAR (Business Analytics & Research) department within hulo?

– JBL: BAR’s role is to collect, structure, harmonise and analyse logistics data from member organisations. It provides methodological support and decision support for the pooling of resources between organizations.

– PB: In the impact report, you address the notion of «New way of working» for member or partner humanitarian organizations, and also sometimes a form of misunderstanding of the principle of mutualization, as well as forms of «passive resistance» and “self-training” internally in some humanitarian organizations. Can you elaborate on this and explain how the “JPI Toolkit” (Joint Procurement Initiative toolkit) you are implementing can address these challenges?

– JBL: Working across organizations can add a layer of complexity to processes and often overwhelmed teams. It is therefore not surprising that some actors are not the most proactive on collaboration. The gains being nevertheless significant, the NGOs decided to overcome this barrier by creating hulo, to have a dedicated team that structures, equips and professionalizes these modes of collaboration. The JPI toolkit contains the tools for making shared purchases that must be used by all participating organizations. Once this toolkit is integrated into the internal toolbox of each organization, teams will be trained and will only have to apply this new standard. This action will be fundamental to trigger the transition on a large scale.

– PB: You also mention in the impact report the «risk of sharing washing»; can you explain this notion?

– JBL: This risk illustrates the potential abuse of language that some can do using buzzwords such as pooling, joint initiatives, sharing resources, etc. We observed that some companies used these terms to sell their services. At hulo, we specialize in facilitating collaborative activities between organizations. We consider that this is a real know-how, which cannot be improvised, and we therefore alert on this risk of misuse of the very definition of mutualization in our humanitarian ecosystem.

Burkina Faso: a win-win mutual purchase, thanks to hulo. 

In Burkina Faso, a shared purchase of RRM (Rapid Response Mechanism) emergency kits was facilitated by hulo for 9 organizations with a total estimated market of €2,200,000. At the end of 2023, 33 orders were placed, for a total amount of € 452,611 generating € 93,200 in savings, or 17.09% of the initial amount. As a rapid humanitarian response mechanism to cover urgent needs as quickly, efficiently and appropriately, in a country affected by violence, mass displacement and food insecurity, we see here how mutualization makes it possible to do quickly, better, cheaper, for a maximum of beneficiaries, when the situation so requires.

– PB: Can you explain the role played by the Hulo Country Coordinators?

– JBL: The role of the Hulo Country Coordinators present in each country of intervention is to structure and facilitate pooling activities. Through regular exchanges with each participating organization and with the support of the BAR hulo team, they collectively identify opportunities for pooling (purchasing, transport, human resources, environment, etc.). The final selection of opportunities is made during meetings organized with the Country Management of the participating organizations, to ensure a good mobilization of the necessary resources. Then, they support the operational implementation of the pooling projects selected with the participating logistics teams.

– PB: Can you tell us about the initiatives on reducing the environmental impact of humanitarian organisations and promoting localisation, in which hulo is involved?

– JBL: At this stage, hulo is still in a pilot phase, with a view to defining its environmental strategy. We provide expertise on shared purchases, to ensure that environmental criteria are taken into account in the selection of suppliers. We also carry out actions on the identification of recycling and waste recovery sectors, then we test shared waste collection methods. We also participate in many working groups between actors to allow us to identify the topics on which we will be able to create value, which also includes localization issues. Our goal is to have an environmental strategy to present at the next general meeting scheduled for the end of May.

– PB: Finally, what message do you want to convey to humanitarian organisations?

– JBL: The creation of value from pooling is now demonstrated, with up to 15% savings and an increase in the quality of the humanitarian response, the implementation of new ways of working between organizations is becoming essential. The challenge now is to integrate and institutionalize these practices so that the benefits can really increase the impact of aid and cushion the lack of funding.

– PB: Thank you very much, Jean-Baptiste, and we wish hulo the greatest possible success for your development and the accomplishment of your projects. And beyond that, let’s hope for an increasingly mutualized and efficient “humanitarian world”…*

 

[1] “Urgent need to do more with less.”

[2] “Improving the efficiency of delivering humanitarian assistance”.

[3] Machine Learning is an artificial intelligence technology that allows machines to learn without first being specifically programmed for this purpose.

 

Pierre Brunet

Writer and Humanitarian

Pierre Brunet is a novelist and member of the Board of Directors of the NGO SOLIDARITES INTERNATIONAL. He became involved in humanitarian work in Rwanda in 1994, then in 1995 in Bosnia, and has since returned to the field (Afghanistan in 2003, Calais jungle in 2016, migrant camps in Greece and Macedonia in 2016, Iraq and North-East Syria in 2019, Ukraine in 2023). Pierre Brunet’s novels are published by Calmann-Lévy: «Barnum» in 2006, «JAB» in 2008, «Fenicia» in 2014 and «The triangle of uncertainty» in 2017. Former journalist, Pierre Brunet regularly publishes articles of analysis, opinion, or chronicles.

 

Jean-Baptiste Lamarche

Jean-Baptiste Lamarche is Managing Director and Co-founder of Hulo, the first humanitarian cooperative that connects actors and innovates in the pooling and optimization of resources in supply chains.  He holds an Executive MBA International from HEC Paris and has devoted most of his career to humanitarian logistics.  Before founding hulo, Jean-Baptiste held management positions in several international NGOs, including as Director of Logistics and Information Systems for Action Against Hunger.  Leader and committed collaborator, Jean-Baptiste is passionate about innovation as a lever to increase the impact of humanitarian aid.