Geopolitics, Supply Chains and Strategic Resilience: A Boardroom Agenda

Programme Overview

Boards today are operating in an environment marked by geopolitical tension, economic fragmentation, regulatory shifts, supply chain disruption, and heightened stakeholder scrutiny. Events taking place across one part of the world can quickly affect input costs, critical suppliers, customer demand, market access, and organisational reputation. As such, directors are increasingly expected to look beyond traditional risk registers and take a more strategic view of resilience.

This programme is designed to help directors understand how geopolitical developments and supply chain vulnerabilities translate into board-level concerns. It will explore how boards should think about concentration risk, overdependence on key markets or suppliers, regulatory shocks, sanctions, trade disruptions, and the resilience of business models in an increasingly uncertain environment. The emphasis is not on operational supply chain management, but on the questions boards should be asking to ensure that strategy, risk oversight, and capital allocation remain fit for purpose.

Participants will also examine how resilience should be approached from a governance perspective, including scenario planning, crisis readiness, stakeholder communication, and oversight of management’s mitigation strategies. The programme aims to strengthen board judgement in navigating disruption while preserving long-term value, continuity, and organisational agility.

Learning outcome

By the end of this programme, participants will be able to:

1. Understand why geopolitics and supply chain resilience have become important boardroom concerns
2. Identify the strategic risks arising from global disruption, regulatory change, concentration risk, and market dependency
3. Distinguish between operational management responsibilities and the board’s role in oversight, direction, and challenge
4. Appreciate the role of scenario planning, resilience thinking, and early warning indicators in supporting board decision-making
5. Strengthen boardroom conversations on risk, continuity, resilience, and long-term strategic positioning
   
    

Who Should Attend

• Sitting Directors and Senior Directors of PLCs, GLCs, financial institutions, private and family-owned companies.
• Board Chairs, Committee Chairs and Lead/Senior Independent Directors who play a key role in shaping the board–management relationship.
• Executive Directors and CEOs who also sit on boards and wish to sharpen the way they engage with their own boards and leadership teams.
• Nominee and representative directors of GLICs, institutional investors or strategic shareholders who must balance multiple expectations in the board–management interface.