The International Competition Network (“ICN”) was formed in 2001 by twelve competition agencies. Today, 114 competition enforcement agencies in 100 jurisdictions are members of the ICN, and next year will be the start of the network’s second decade. This offers an appropriate juncture to look back at the ICN’s achievements, consider why the ICN is successful, and to ask the question: What’s next? The ICN’s core strategy is convergence. The underlying concept is that as competition systems around the world become more similar and more effective in addressing anti-competitive effects, the result will be the dissolution of competitive restraints within and between countries and global markets. The ICN has successfully followed this strategy and there is a demonstrable increase in competition law convergence. But the fact that two or more countries have similar competition law systems does not necessarily reduce the probability that each will take into account different policy factors despite the substantial similarity of their laws. For example, competition officials may consider policy considerations that do not necessarily lead to the maximizing of competition such as the protection of what are perceived to be strategic industries. When it comes to networks, the ICN is unique. It is the only international organization dedicated to “all competition, all the time.” Unlike most other intergovernmental networks or organizations, its membership is composed of representatives from competition agencies, not governments. NGAs also participate directly, and more than 100 NGAs attended this years’ ICN conference in Istanbul, Turkey. Another distinguishing characteristic of the ICN is that it is virtual. Some commentators have even compared it to the popular networking site, Linked-In, as its work is not done by a secretariat, as is the case with the OECD, World Bank or UNCTAD. Instead its work rests on the shoulders of its members who form working groups with NGAs and conduct discussions, typically via teleconference and e-mail. But what is next for the ICN? Can it continue to exist as a purely virtual network? Will it evolve into a more traditional intergovernmental organization? Could the ICN perhaps serve as the platform for the development of regional or multinational agreements? While the ICN’s future course remains uncharted, the current ICN leadership has begun discussions about the network’s future. We’ll try and discern what is just over the horizon for the ICN.