Global strategy isn’t just hard — it’s rigged.
The rules shift. Risk hides behind distance.
The institutions you think you know behave differently once you cross a border.
Leaders don’t fail because they miss the data — they fail because they misread the terrain.
Markets shift, rules change, and the institutions that once looked solid start to behave like mirages.
What was once governance becomes friction.
What was once opportunity becomes opacity.
Strategy in the cross-border world isn’t about boldness anymore — it’s about clarity under distortion.
The more global the ambition, the murkier the signals.
I’ve spent years watching boards wrestle with that paradox:
they know how to lead, but the ground beneath leadership has changed.
The challenge isn’t making decisions — it’s staying conscious of how those decisions are being shaped by invisible systems of law, culture, and risk.
Because in a world where every map is outdated, leadership isn’t about knowing the route.
It’s about knowing when to stop following someone else’s.
When strategy travels, what tends to get lost in translation first — the data, the culture, or the governance?
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