
How collaboration sparks innovation, transforming patient outcomes. Illustrations by Ibrahim Rayintakath The Human Side of Tech-Enabled Healthcare
Today, health and tech partnerships are changing all that.
By harnessing new advancements in artificial intelligence (AI), machine learning (ML), and cloud computing, health-care and technology companies are collaborating to tackle health care's most complex challenges. They're also doing it faster and more effectively than ever before.
7,000
Johnson & Johnson, while primarily known as America's leading healthcare company, now employs nearly 7,000 digital specialists and data scientists.
For example, in the past, researchers trying to develop a breakthrough drug often had to do immense amounts of trial-and-error lab work to discover a single molecule with the potential to treat a disease. Now, AI is helping to crunch vast quantities of data so they can more efficiently make decisions in developing lifesaving medicines.
'Using AI, we can analyze our data in a number of different ways, finding subtle signals that we didn't see by conventional methods,' says Justin Scheer, the vice president of In Silico Discovery at Johnson & Johnson. 'This can shave years off the process, and for an oncology patient who doesn't have years, that can make all the difference in the world.'
Johnson & Johnson, while primarily known as the United States' leading health-care company, now employs nearly 7,000 digital specialists and data scientists. It also collaborates with cloud computing and AI pioneers such as Amazon Web Services (AWS) to use cutting-edge technologies to supercharge its medical discoveries. By uniting science and technology—and two American companies that are global leaders in their respective industries—Johnson & Johnson is accelerating the discovery, development, and delivery of life-changing medicines and medical technology, helping to solve health-care challenges once thought unsolvable.
'Today, we've reached the point where innovation in health care depends upon innovation in technology,' says Jim Swanson, Johnson & Johnson's chief information officer. 'It's a perfect blend of capabilities that will guide us to a deeper understanding of diseases and conditions and offer breakthroughs in smarter, more personalized treatments.'
Accelerating Drug Discoveries
Innovative partnerships have always been at the heart of medical progress. From health-care providers and researchers to governments and academia, collaboration fuels innovation.
Now, health and tech players are combining deep scientific expertise with the power of data to tackle some of health care's most complex challenges, including developing lifesaving medicines. Despite remarkable advancements, roughly 90 percent of clinical drugs never make it to the market. Improving that number is critical to changing the lives of patients waiting for new therapies.
Johnson & Johnson is working to develop treatments faster and more effectively than ever before. The key to this is data—and Johnson & Johnson has decades of it.
The 139-year-old company has collected anonymized information from patients and clinical-trial results. With that, Johnson & Johnson has built a massive chemical library, in which each molecule is labeled with bioactivity data—detailed insights on how a molecule interacts with different biological systems. Researchers need this information to identify promising candidates to develop into novel treatments.
← →
To help accomplish that, the company has created a biosignature platform that offers medical scientists a holistic view of how new molecules affect biology. Data is fed into AI and ML algorithms to help them create biosignatures—essentially unique fingerprints for biological activity—which help scientists visualize and understand the effects of new molecules on different parts of a cell. Those biosignatures are then combined with existing data to infer hypotheses and make more accurate predictions about bioactivity.
This process requires a massive amount of computing power, which is where tech companies like AWS come into play. Johnson & Johnson works with them to merge medical know-how with high-performance computing power and cloud capabilities to accelerate breakthroughs in some of the hardest-to-treat areas.
'By establishing strong data foundations in the cloud, health-care and life-sciences organizations can rapidly experiment and innovate, empowering their teams to work smarter while maintaining the highest standards of security and privacy,' says Dan Sheeran, the general manager of health care and life science at AWS.
These tools give us the right data at the right time.
–Ryan Donahoe, Head of R&D, Orthopaedics, Johnson & Johnson MedTech
Already, the biosignature platform has enabled Johnson & Johnson to test more than 2 million compounds across 40 different cellular disease models, generating more than 15 million images to identify novel starting points and help optimize drug candidates. All in all, this process is having a huge impact by allowing scientists to more quickly single out patterns for drug discovery.
'Ultimately, this process reduces the number of iterations, helping us reach the best outcome for patients and do it faster,' says Scheer.
For instance, the medical scientists at Johnson & Johnson were studying a type of cancer, but they were not able to pinpoint compounds using traditional methods. 'We had no way of identifying the needles in the haystack, so to speak,' Scheer says. Using AI, however, the scientists made a digital replica of the cellular phenotype, compared it to the 2 million compounds in their library, and virtually determined drug starting points that elicit the same phenotype. 'A scientist couldn't have done this by looking in a microscope,' Scheer says. 'It's so detailed that you need the AI algorithm to pull out the signal.'
The biosignature project is still in its early phases, but it has the potential to offer entirely new treatments for cancer patients. As Scheer says, 'We're leveraging the world's data to make advances for health and humanity.'
Advancing Smarter, More Personalized Treatments
Digitalization efforts, like advanced AI, are not only supporting the creation of more targeted therapeutic drugs but also helping companies such as Johnson & Johnson develop more effective, personalized medical devices for patients.
Johnson & Johnson's orthopaedics research and development (R&D) team, for instance, is leveraging a suite of in silico (in or on a computer) tools and techniques to evaluate personalized hip and knee implants, predicting their feasibility under varied conditions prior to manufacturing a physical product.
With nearly 1.3 million knee replacements and up to 760,000 hip replacements performed on Americans each year, precise implant design is essential. In comparison with traditional R&D practices, in silico approaches like physics-based modeling and AI training on large datasets play a crucial role in accelerating innovation while improving outcomes, enhancing product quality and reducing time to market.
By utilizing high-performance computing environments, such as those powered by AWS's cloud-based infrastructure, the orthopaedics R&D team can efficiently scale compute resources to meet demands. These tools enable engineers to gain deeper insights into the safety, efficacy, and performance of their products through rapid iterations, as well as a better understanding of complex interactions.
'Imagine you're going in for a joint replacement surgery, a procedure that can transform how you live your life,' says Ryan Donahoe, head of R&D, Orthopaedics, at Johnson & Johnson MedTech. 'Having the right implant can make the difference for patients, allowing them to get moving again, which is why we constantly look to advance our product designs through these high-tech prototypes.'
We're leveraging the world's data to make advances for health and humanity.
–Justin Scheer, the vice president of In Silico Discovery at Johnson & Johnson
The Johnson & Johnson MedTech team is also developing innovations for health-care providers. Surgical environments, for instance, are being enhanced with high-performance computing so that doctors can review data from their tools after a procedure, collect insights, and use that information to enhance future performance.
'These tools give us the right data at the right time,' says Donahoe. 'Partnering with AWS on high-performance computing has really given us a framework to be able to scale faster solutions for patients.'
The promise of medical breakthroughs powered by technologies is only beginning to be realized. As health-care and tech companies continue to work together, they'll advance the discovery of new molecules to treat diseases and develop more personalized devices for patients.
'From powering advanced R&D in orthopaedics to enabling sophisticated drug discovery platforms and streamlining critical processes, cloud solutions are leading to the discovery of the next-generation treatments,' says Sheeran of AWS. 'It drives efficiency, reduces costs, and improves patient care while promoting U.S. competitiveness.'
Ultimately, the future of tech-enabled health care will benefit patients in profound ways—improving the future of treatment for all.
'It all comes down to our mission,' says Swanson. 'We're not just incrementally improving health care. We're committed to transforming it. To do that, you need the best science, best technology, and best people, and together with our partners, we have all three.'
Read more about this at johnsonandjohnson.com
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Business Upturn
2 hours ago
- Business Upturn
Menerals Launches in San Diego with Bold Mission to Restore Strength and Masculinity Through Real Nutrition
San Diego, CA, July 13, 2025 (GLOBE NEWSWIRE) — Menerals, a new men's health supplement brand based in San Diego, has officially launched with a no-nonsense approach to restoring male vitality. Focused on foundational nutrition and fueled by trace minerals sourced from rich American soil, Menerals is rapidly gaining attention for offering a natural testosterone booster and clean supplement line that speaks directly to real men seeking lasting strength, stamina, and cellular energy. Menerals Logo In a market saturated with gimmicky formulas, synthetic blends, and overseas products, Menerals delivers mineral supplements for men that prioritize quality and performance over hype. With over 100 essential trace minerals in each formula, the brand addresses core issues such as nutrient deficiency, hormonal imbalance, and poor mitochondrial health. Designed for muscle recovery, strength support, and overall men's wellness, it is becoming a trusted performance supplement for men across the fitness, labor, and biohacking communities. 'Menerals isn't just a product, it's a wake-up call,' said a spokesperson for the company. 'Today's man is tired of soft marketing, fake ingredients, and cheap imports. He wants testosterone support, real energy for labor, and longevity supplements he can count on. That's what Menerals delivers.' Early traction includes a growing base of direct-to-consumer subscribers, strong word-of-mouth referrals, and a cult-like following that embraces the brand's raw and masculine identity. Marketed as the hardworking men's supplement that cuts through noise, Menerals is already being recognized as a clean, American-made supplement brand committed to performance fuel, cellular health, and anti-aging for men. Backed by the principles of American values and natural health support, Menerals offers a viable pre-workout alternative for men looking to enhance strength, endurance, and gym recovery, without artificial fillers. It's also gaining ground in the longevity and biohacking space, with advocates citing improvements in mitochondrial health, testosterone levels, and anti-aging markers. Whether used as a daily mineral-based longevity formula or a workout recovery supplement, Menerals represents a cultural shift toward real men's nutrition with no BS. For the modern man seeking masculinity support, energy for laborers, and a supplement not made in China, Menerals stands out as the performance-driven choice. Disclaimer: The above press release comes to you under an arrangement with GlobeNewswire. Business Upturn takes no editorial responsibility for the same. Ahmedabad Plane Crash


USA Today
3 hours ago
- USA Today
Ford's response to tariffs birthed a pro-America campaign that outsold Toyota
On the evening of March 27, Ford Motor Co.'s marketing leaders called a meeting at World Headquarters in Dearborn, Michigan. The country was in turmoil as the second quarter was about to start. The automaker had to do something to keep showrooms buzzing as consumers fretted over newly issued tariffs potentially pushing car prices higher. Ford already had a new ad campaign and incentive program "in the can," as they say. It was good to go. But something felt off. "This was a moment in time," Rob Kaffl, Ford's director of U.S. sales and dealer relations told the Detroit Free Press, part of the USA TODAY Network, about that night. "We were thinking: What would it take for Ford Motor Co. to shine during this uneasiness in the market both for consumers and automotive?" That night, Ford leaders would end up ditching the company's previous campaign plans and instead spend the weekend in a frenzy working up a new campaign with a message to promote the automaker as America's car company, dubbed: "From America, For America." As part of it, Ford offered all customers employee prices on most of its vehicles starting April 3 running to July 7. The "From America, For America" campaign would end up offsetting Ford's dismal first-quarter results and provide a positive light during a year in which Ford is leading in safety recalls. The campaign was instrumental in delivering a 14% gain in Ford's second quarter sales and, on July 1, Ford brand — not including Lincoln — became the No. 1 selling brand in the nation for the first half of the year selling 1,058,323 vehicles, topping its closest rival, Toyota brand, by just 550 vehicles and outselling Chevrolet brand sales by 136,437 vehicles. General Motors, which makes Chevrolet, Buick, Cadillac and GMC brands, remained the top-selling automaker for the first six months selling 1,439,951 vehicles in the United States. Toyota and GM spokespeople declined to comment for this article. This is the eighth time in the past decade that Ford brand has taken the sales crown for the first half of the year, according to But given the circumstances and how it came to pass, this time makes it the most meaningful victory, Kaffl said. "Had we not beat Toyota, we'd still be high-fiving honestly," Kaffl said. "All of us were really proud of what we accomplished over the last 90 days. This campaign and what Ford represents isn't just a marketing campaign. It's every man and woman working tirelessly in our Michigan assembly plants and our Kentucky assembly plants. … This is the U.S. manufacturing that makes us so proud to be working for a company like Ford. To beat Toyota is the cherry on the sundae." Ford's American history: Bryan Cranston champions Ford's new philanthropy push at revived Detroit landmark 'A win is a win' The excitement at the Glass House, Ford's world headquarters in Dearborn, flowed from the top down on July 2, as the company leaders digested the news. CEO Jim Farley told the Detroit Free Press in an email he was proud that the corporate team and dealer body rallied as one in a time of uncertainty for consumers. "Toyota is a tough competitor, but this is about much more than a sales race, it's about being the company Americans trust and turn to when it matters," Farley, who started his career in marketing at Toyota, said. "This was the result of a lot of teamwork, from our awesome factory teams delivering the production and launching new vehicles with quality, to our marketing team getting out the word about our 'From America, For America' employee pricing offer to the nearly 3,000 Ford dealers that serve every community across the country.' For Ford dealer Tim Hovik, owner of San Tan Ford in Gilbert, Arizona, about 15 miles east of Phoenix, beating Toyota is simply "exciting," he said. "There's a lot going on in our country right now," Hovik said. "There are few things more American than Ford. Ford has been a titan of our industrial strength for a century. I've talked to a number of dealers and it's a huge pride point for dealers to be the distribution center for Ford Motor Co. right now." But there are some who might say Ford's sales victory is not completely reflective of Americans answering Ford's call to patriotism. That's because the sales figures include commercial fleet sales. But others say, a sale is a sale and a win is a win. "These are fleet and retail combined and Ford does include heavy trucks," said Ivan Drury, director of insights at "But hey, a win is a win and you cut anything up enough and nothing matters or is anything really apples to apples?" Put another way by Ford dealer Brad Akins, owner of Akins Ford in Winder, Georgia, "A one-point win is the same as a touchdown win." The birth of 'From America, For America' On March 27, the auto industry needed a win. Earlier in the day, President Donald Trump announced he was imposing a 25% tariff on all imported vehicles and imported automotive parts to take effect on April 3. Given that most vehicles made in the States use parts from suppliers abroad, the move almost guaranteed car prices — no matter where the vehicle was made — would rise to offset the added costs of tariffs. Ford was confident on one front: It has the largest manufacturing footprint in the United States of any automaker, importing just 21% of the vehicles it sells here. GM, on the other hand, imports 46% of the vehicles it sells in the United States. According to last year GM led imports bringing in about 750,000 vehicles for sale in the United States, mostly from Canada and Mexico. Japan-based Toyota was second with 657,000 vehicles imported. Still Farley had concerns about the tariff's impact. In a memo sent to the Ford workforce on March 27, which was obtained by the Detroit Free Press, Farley wrote, "While Ford supports the president's vision of building a stronger auto industry and manufacturing base in the United States, the situation is dynamic and the impacts of the tariffs are likely to be significant across our industry — affecting automakers, suppliers, dealers and customers." On top of that, Ford's U.S. sales in the first quarter came in 1.3% lower than the year-ago period. Ford reported a 5% decline in total revenue for the quarter. And, despite continued moves to improve quality in recent years, Ford continues to lead the industry in the number of safety recalls it has issued this year. So that night, Ford's leadership rethought its planned April sales campaign, seeking to guarantee a win. "We were talking about things like during 9/11, right, when Ford came out at the time with 0% financing and GM obviously did the same thing," Kaffl said. "That was a time when the U.S. industry could be there for the consumer. It was just collectively: How do we get that message out there that we are the largest U.S. manufacturer, the most American manufacturer out there?" The idea of "From America, For America" was born. In its TV spots, an announcer asked, "Which automaker employs the most hourly autoworkers in the country? Ford. Which automaker assembles the most vehicles in the country? Ford. That's not a coincidence. It's a commitment. And, now at this unprecedented moment in automotive history, who benefits from Ford's commitment to America for over 120 years? You." In case you missed it: Ford's April sales, led by pickups, surged 16% ahead of tariffs Working through the weekend With Farley signing off on it, the next 72-plus hours became a whirlwind. 'We went into full execution mode working through the weekend, Friday through Sunday, in the office to pull together the offers, playbooks for dealers, the marketing team getting behind it, making sure we were aligning the production that was getting released and have the inventory to back it up," Kaffl said. When it came to inventory, Ford was in a good place. At the end of March, Ford's gross day supply of inventory, which includes the inventory at dealerships as well as vehicles that are in-transit to a dealership, was a robust 74 days, Kaffl said. Days' supply is a measure of the number of days it would take at the current sales rate to deplete available inventory. The auto industry typically considers 60 days to be a healthy rate. The marketing team had to coordinate with Ford's manufacturing teams to ensure the flow of products made it out of factories to dealerships smoothly. Ford had a new Expedition and Lincoln Navigator coming, too, so it was crucial those launches rolled out amid this program, Kaffl said. Farley goes to Ford dealers for reaction By early the next week, Ford was ready to unveil the campaign to its dealers. "They presented it and we loved it," said Eddie Stivers, president of Stivers Automotive Group in Atlanta and chair of the Ford National Dealer Council. "This was the quickest mobilization of a marketing plan that I can remember. They pulled it together over a weekend. It was a quick hard shift and they executed it at a high level." Stivers, who owns five Ford stores across Arizona, Iowa, Alabama and Georgia, has been a Ford dealer for 31 years and said this was the best sales and marketing campaign he can remember because it removed the apprehension for consumers out of what was coming in terms of new car prices. "Consumers were concerned," Stivers said. "They didn't know what would happen with pricing. It provided transparency and provided clarity in an unclear time. And it resonated with consumers. Since 9/11, this is the most patriotic time I can remember. The feel of the country is pro-America and 'From America, For America' is resonating with the public." Sales across his stores rose 25% in the second quarter compared with the year-ago period, Stivers said. He expects sales to be up for the first half, too, across his Ford stores, on the second-quarter sales strength. At Akins Ford in Winder, Georgia, located about 60 miles northeast of Atlanta, the campaign pumped up second-quarter sales by 11%, most of which were new customers turning in imports and other brands, to buy Ford SUVs and pickups, owner Brad Akins said. The campaign made Akins Ford the No. 1 selling Ford dealership in the nation, unseating Livonia, Michigan-based Bill Brown Ford by selling 153 more vehicles in the quarter than Bill Brown Ford did, Akins said and Ford confirmed. 'The biggest thing we heard from customers was that they didn't hear price increases," Akins said. "In our market, it really stifled out the message of an increase and brought about the better message of value.' As the campaign rolled out, Farley and the senior leadership team took to the road for the second annual "dealer engagement tour," Stivers said. Over six weeks, Farley visited with a third of Ford's 2,800 dealerships, spending half a day with various dealers in Ford's five regions in an 'intimate setting' asking them, 'what should we do next?' Stivers said. 'There was a lot of great input. Jim took copious notes and based on the television (advertising) that's already in rotation it was a collaborative process," Stivers said. The most recent ads Stivers is referring to were launched in mid-June. They are a series of provocations at other American auto manufacturers. Ford references the 2008 financial crisis to declare itself the most American among its local competitors — GM and Stellantis (formerly Chrysler), without naming them specifically. In the ad, Ford employees working in factories say that if other car companies "were like us, they would have said no to the taxpayer bailout and added thousands of American jobs." During the financial crisis, GM and Chrysler both benefited from federal bailouts to keep their companies afloat. Ford declined a bailout. Instead, it borrowed $6 billion from the Department of Energy and had mortgaged many of its assets before the crisis, including its famous Blue Oval logo. As the Free Press previously reported, Ford said it is the only manufacturer among the Detroit Three to increase hourly jobs in America since the recession, adding 4,500 jobs, while GM has gone from 78,000 in 2007 to 47,000 today, and Stellantis has gone from 45,000 pre-recession jobs to 38,800 hourly workers today. GM and Stellantis did not comment on that report. Stivers attended the meeting with Farley in the Southeast region and said, 'it was a frank, intimate and private and positive conversation with leadership. They care enough to engage with their dealers. This was a conversation on how we become better in a manufacturer-dealer relationship and serve the customer better.' 'Tough to stop a freight train' For that reason, Stivers said he has no doubt Ford will have a strong third quarter, noting, "It's tough to stop a freight train flying down the track and that's what it feels like to be a Ford dealer." On July 8, Ford is expected to reveal a new campaign to replace its employee pricing in "From America, For America." Kaffl said it will keep Ford's sales momentum going in the second half. He wouldn't reveal details of the new campaign, only to say, "We're trying to answer maybe a different type of consumer need or pain point they have to buying vehicles. We're still finalizing plans.' Stivers said he has seen the new campaign and said it will be a "robust" program. But some analysts aren't optimistic. David Whiston of Morningstar said the employee pricing campaign juiced up demand for Ford. He said it also helped that Ford has some "desirable vehicles as well" to drive sales. "I don't expect the momentum to continue at the same pace after the promotion ends ... and I don't expect Ford to stay ahead of Toyota unless they continue discounting in some form," Whiston said. Dan Ives, managing director at Wedbush Securities, agreed, saying: "This was a step in the right direction for Ford. Still heavy lifting ahead with headwinds." But Ford has new vehicle variants coming to spark buyer interest. The F-150 Lobo, a performance street truck, hits the market in the third quarter. Ford will also add the off-road trim level, Explorer Tremor, to that SUV lineup. 'The cars are the stars. I think our product lineup is set up for it," Kaffl said. "There's been ups and downs in the industry but there is still a really healthy retail industry that's out there. So with our stock position, the product lineup we have and the soon to be announced third quarter program … I think if this program resonates the way we think it will, the way employee pricing did, I think we'll have success in the third quarter.' Ford has already started increasing new vehicle production for the second half in anticipation for strong sales momentum, he said. Besides, Kaffl said, nothing makes him happier than to beat analysts' predictions. Jamie L. LaReau is the senior autos writer who covers Ford Motor Co. for the Detroit Free Press. Contact Jamie at jlareau@ Follow her on Twitter @jlareauan. To sign up for our autos newsletter. Become a subscriber.


CNBC
3 hours ago
- CNBC
CNBC Daily Open: Surprise tariff salvo on Saturday
No one likes working over the weekend. Unless you are the leader of the free world firing off social media posts — that is, after all, what counts as work for many politicians nowadays —announcing barriers to the free movement of goods. It's anyone's guess why U.S. President Donald Trump posted tariff letters to the European Union and Mexico — a steep 30% on goods imported from both — on Saturday. The first batch of letters was released Monday, and the second Wednesday. Going by that cadence, the latest letters should have been sent Friday. Nope. Here are two completely speculative conjectures: Perhaps Trump wanted to save off his most devastating salvos — the EU and Mexico were, in 2024, the top-two largest trade partners of the U.S. — for when the markets were closed, hence avoiding any immediate backlash from traders. But that seems unlikely, given that Trump told NBC News on Thursday that he thinks "the tariffs have been very well-received" because "the stock market hit a new high" then. And, as JPMorgan Chase CEO Jamie Dimon pointed out on the same day, there is "complacency in the markets" because investors are a "little desensitized" to tariff news. Perhaps Trump just wanted to annoy his counterparts, especially those on the continent. Working on a weekend might be exasperating to an American, but it's basically sacrilegious for Europeans. The combination of unexpectedly high tariffs — comments last week from Trump and U.S. Commerce Secretary Howard Lutnick gave the impression a favorable deal was in the books — and violating the right to disconnect would be sure to rile up Ursula von der Leyen, president of the European Commission, and her ilk. Perhaps there's no point in trying to make sense of the announcements' timing, let alone the tariffs. The only thing that's certain is that, for many, there was no dancing on a Saturday night. The U.S. imposes 30% tariffs on the EU and Mexico. Trump on Saturday revealed those tariffs in letters posted on Truth Social. The EU suspended its retaliatory tariffs, which were scheduled to take effect Monday, in hopes of reaching a deal. U.S. stock futures slip Sunday evening stateside. Last week, all three major U.S. indexes fell on a weekly basis as investors braced themselves for more tariff announcements — which indeed came over the weekend. The Stoxx Europe 600 fell 1.01% Friday. Trump can 'certainly' fire Powell. Those comments were made by National Economic Council Director Kevin Hassett on Sunday stateside, who said that "if there's cause," Trump can remove Jerome Powell from his position as Federal Reserve chair. 'You're losing,' Jamie Dimon tells Europe. On Thursday, JPMorgan's CEO said at Ireland's Department of Foreign Affairs that "Europe has gone from 90% U.S. GDP to 65% over 10 or 15 years. That's not good." [PRO] Earnings season kicks off. Investors will want to keep an eye on second-quarter financial statements from big banks, such as JPMorgan and Goldman Sachs, this week. But more important is their outlook on the second half of the year. U.S. tariffs take center stage but China and the EU are quietly clashing In recent weeks, European Union restrictions on Chinese companies taking part in public tenders for medical devices were quickly met with China imposing import curbs on such products. Separately, long-threatened Chinese duties on brandy from the EU came into force earlier this month, and both Beijing and Brussels have ramped up criticism of each another. Altogether, EU-China trade relations are now "quite poor," according to Marc Julienne, director of the Center of Asian Studies at the French Institute of International Relations. —