How to Build Geopolitical Value for Your Company

In today’s volatile global landscape, understanding geopolitical dynamics is more critical than ever for informed investment strategies. Recent trends show a structural shift towards greater geopolitical risk, and savvy investors are integrating geopolitical analysis to navigate these uncertainties and seize opportunities. At Sage Raven Advisors, we specialize in decoding these complex dynamics. With my extensive experience advising high-level decision-makers, from the battlefield to the White House, I can help you stay ahead of the curve. Savvy Investors: 1. Integrate Geopolitical Analysis: Leverage insights about future policies, government incentives, and priorities to make better-informed investment decisions. 2. Anticipate Regulatory Shifts: Stay ahead of changes that can impact market dynamics by monitoring geopolitical moves and countermoves. 3. Diversify Geographically: Mitigate risks by investing across different regions with different risk profiles. 4. Identify Emerging Markets: Capitalize on new opportunities in geopolitically favorable regions by mapping the geostrategic landscape. 5. Enhance Risk Management: Protect your portfolio and avoid unforeseen geopolitical events by applying geopolitical intelligence to your risk management strategies. Savvy Geopolitical Advisors Offer Insights Into: 1. Supply Chain Resilience: Evaluating geopolitical risks to determine the resilience of global supply chains and ensure business continuity. 2. Technological Advancements: Understanding the geopolitical implications of technology trends to identify investment opportunities in innovation-driven sectors. 3. Energy Security: Monitoring geopolitical shifts in energy markets to capitalize on transitions and disruptions in global energy supply and demand. 4. Cultural and Social Dynamics: Analyzing the impact of cultural and social changes driven by geopolitical events to forecast consumer behavior and market trends. 5. Sovereign Debt Risks: Assessing the stability and fiscal policies of nations to make informed decisions about sovereign debt investments and currency exposure. Ready to future-proof your investments? Let’s connect and explore how geopolitical insights can drive your success. #Geopolitics #Investing #RiskManagement #StrategicPlanning

Intel is about to lay off one-fifth of its people—roughly 21,000 jobs. New CEO Lip-Bu Tan (the Cadence turnaround legend) is swinging the axe to “eliminate bureaucracy” and rebuild an engineering-first culture. But here’s the bigger signal for every board and C-suite: When the economy shrinks, geopolitical fluency becomes a profit center 1️⃣ Export-control whiplash — One midnight rule in D.C. or Brussels can vaporize a billion-dollar product line. 2️⃣ Supply chains in a minefield — Red Sea drones, South China Sea drills, gallium choke points. One blockage = quarters of lost margin. 3️⃣ Capital on a tight leash — CHIPS Act money, EU subsidies, Middle-East sovereign funds—all come with political fine print you’d better read in the original language. Why you should hire “geo-navigators” while trimming headcount Geopolitical risk strategists keep markets open when sanctions hit. Supply-chain resiliency architects pre-bake alternate fabs and rare-earth sources. Government-affairs tacticians land subsidies and pre-empt the next regulatory ambush. Cross-domain intel leads fuse cyber + political signals into real-time CapEx calls. Layoffs slash cost. Geopolitical talent safeguards revenue. In 2025, the companies that survive aren’t just the leanest—they’re the ones who can read the map while everyone else is looking at yesterday’s P&L. 👉 If you’re a tech leader, now’s the moment to audit your blind spots—then hire the people who see around corners. #Intel #Geopolitics #RiskManagement #AI #Leadership #TalentStrategy #Semiconductors Sources

Boards generally spend 25% of their time on strategy and 20% on performance management—typical topics for boards--and increasingly, they’re discussing geopolitics, AI and technology, cybersecurity, business model innovation, and evolving risks around supply chains and labor. The expansion in scope has increased the time that board directors spend preparing for, and attending, board meetings, and is now 33 days/year.  Business leaders say that geopolitics is the top risk—half of the world’s population will vote this year and the stakes are high with post-election transitions impacting economic policy, trade and global economics (to say nothing of democracy)—but it’s not one of their top priorities, perhaps because they don’t believe they can affect it. How do boards get out ahead of a unpredictable environment of risk?  McKinsey & Company and board director, former politician and diplomat Jon Huntsman on what boards need to anticipate risk and strategize through volatile times: 1. Board members who not only know geopolitics, but can problem solve with policy makers and regulators, as well as deal with practical operational issues.   2. Board committees that address strategic options in the context not just of risk, but of risk vs. return to leverage opportunities. 3. Clarity around whether the board or management team will do the scenario planning around geopolitical risk. 4. Common baseline of facts and actionable insights from internal experts, external vendors, policy makers in government and international financial institutions, industry associations, and comparing notes with peer firms. The board and management teams need to align on what facts matter and where value is at stake. 5. Whereas an annual update on geopolitics used to be sufficient, things move much faster now. Holding board meetings in locations of interest another way send a signal to the organization and the market, and provides opportunities to bring in local experts and policy makers to discuss what’s happening in that market. 6. Some companies now have dedicated geopolitical risk committees (whether they use those words or not), reporting into a member of the board. One way to organize for board oversight is to categorize markets by level of geopolitical risk so that it’s clear “what events and markets matter, what risks flow from them, and what controls you put in place, then use that as a basis for board discussions.” McKinsey suggests looking at black swans (unknowable, high-risk events that could have a big impact on the organization), gray rhinos (known risks with high impact), and silver linings (new opportunities), and identifying contingency plans to deal with them. “‘If this scenario came to pass, what would it mean for our supply chains, our people, our data, our competitive posture, our external communications.’” #risk #geopolitics #boards #scenarioplanning #strategy #corporategovernance #volatility #riskmanagement #change