Building Geopolitical Muscle 2026
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You really need someone who is either a dedicated geopolitical person
or who wears the geopolitical hat and has a senior adviser on their team
who’s a full-time geopolitical expert. They should be accountable to a
permanent member of the management team or very close to the CEO,
with a direct line to decision-makers.
Head of Geopolitical Advisory at a global investment bank2.3 Designing the operating model
When designing the operating model, one of the
first questions companies face is where the function
should sit. However, its influence depends less on
formal location than on how effectively it coordinates
across functions and connects with decision-
makers. In practice, more than half of the companies
interviewed house their geopolitical capability
within government or corporate affairs. Fewer than
20% have established a dedicated geopolitics or international relations function reporting directly to
the CEO. Regardless of configuration, one success
factor remains constant: proximity to the CEO.
Direct access to leadership ensures relevance,
speed and authority in moments of disruption.
Beyond the “host function”, there are four main
operating model archetypes to design the
geopolitical muscle.
Positioning operating model archetypes by resource intensiveness FIGURE 6
Part-time
(low % of
time)Permanent
(high %
of time)Large core team
(high number of resources mobilized)
Small core team
(low number of resources mobilized)Command cell(s)
Agile cross-functional teams
mobilized rapidly on specific
geopolitical disruptionsNerve centre
Permanent team embedded in
decision-making processes and
orchestrating geopolitical inputs
Watch tower
Insight-focused unit scanning
global risks and briefing leadership
with foresightInfluence network
Senior adviser(s) shaping
strategy through relationships
and informal coordination
Source: Executive interviews – World Economic Forum, IMD Business School, BCG analysis
Building Geopolitical Muscle: How Companies Turn Insights into Strategic Advantage
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