–Quantitative integration: The most advanced approach embeds geopolitical variables directly into financial planning and forecasting – for example, one company tracks more than 60 country indicators aggregated into core business variables linked to revenue, cost and exposure sensitivity. Despite the widespread availability of information, data and commentary, the use of AI for geopolitical sensing remains limited. Most companies still rely on manual curation or consultant summaries to filter noise. A few, however, are experimenting with AI pilots to automate signal processing. One company reported training a large language model (LLM) on its proprietary methodology to collect, synthesize and generate board-ready materials. As AI tools mature, they may increasingly support early-warning systems, scenario generation and rapid briefing production. Best practices Description Hybrid intelligence modelCombines internal data (operations, supply chain) with external sources (advisers, think tanks). First-hand information through connections remains important. Standardized and quantified assessmentConverts geopolitical risk into shared business metrics (e.g. value-at-risk, enabling comparison and prioritization). Efficient information flowsMaintains steady regular updates and concise CEO briefings instead of lengthy memos. AI tools implementationBoosts productivity and helps filter through the noise. CASE STUDY 5 Rio Tinto: Coordinating cross-functional task forces through agile project management Rio Tinto’s early attempt to provide geopolitical expertise via generalist political advisers lacked impact with business units. “We had good conversations,” recalls the Head of Group Government Relations and Civil Society, “but it was not always in a language that the business could act on.” The company has since shifted to a more distributed, business-integrated model anchored in operational exposure. Geopolitical response is owned by Government Relations and Civil Society, orchestrating cross-functional task forces. Each group – typically around 10 people spanning legal, risk, procurement, commercial and regional teams – is tailored to a specific issue, such as tariffs or US–China tensions, and meets on a regular cadence. A dedicated project management office (PMO) ensures action tracking and delivery.Rio Tinto uses niche external experts (sanctions lawyers, trade negotiators, regional security analysts) tailored to the issue. “We moved away from generalists, we now go niche, and it is successful.” Risk is quantified in business terms (volumes, cost, margin impact) and aggregated by central teams. “The business absolutely quantifies the risk, and we aggregate that view for the board.” The model proved its value in 2025, when US tariffs were introduced. With scenario planning in place, a task force mobilized immediately to take action, adjusting supply chains, engaging regulators and safeguarding customer relationships. “We didn’t panic; we zoomed in on which businesses were affected and proceeded to manage the risks.” Source: Interviews, company analysis Building Geopolitical Muscle: How Companies Turn Insights into Strategic Advantage 16

Building Geopolitical Muscle 2026