According to Forbes contributor John Lindsay, businesses today face a dramatically expanded risk landscape that combines traditional geopolitical threats with advanced technology challenges. The Russia-Ukraine conflict has normalized cyber attacks as hybrid warfare tools, while AI introduces new vulnerabilities like data ingestion by public models and sophisticated deepfakes. Companies are struggling with complex digital supply chains, data localization compliance, and collateral damage from conflicts they’re not directly involved in. In response, there’s growing discussion about creating a Chief Geopolitical Officer or Geopolitical Risk Officer role. However, current definitions of this role often lack the crucial technical fluency needed to understand cybersecurity, AI, quantum computing, and internet-accelerated disinformation campaigns.
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<h2 id="tech-meets-geopolitics”>When Tech Meets Geopolitics
Here’s the thing – we’re living in a world where a major AWS outage can cripple businesses globally, where deepfakes can impersonate your CEO, and where your company’s data might be scattered across cloud services in multiple countries without you even knowing it. The old separation between “geopolitical risk” and “technical risk” just doesn’t exist anymore. That October AWS outage? Basically a perfect example of how your security now depends on partners you don’t directly control.
And let’s talk about AI for a minute. Everyone’s rushing to integrate it, but how many companies realize they might be feeding their most sensitive data into public models? Or that attackers could poison their training data? These aren’t theoretical concerns – they’re happening right now. The GRO role has to bridge that gap between the technical teams who understand these threats and the C-suite making strategic decisions.
Finding the Unicorn
So who exactly can fill this role? We’re talking about someone who needs to understand both international relations and cybersecurity, who can talk to government regulators and then turn around and have a meaningful conversation with your cloud architecture team. Unsurprisingly, Forbes notes these people are in incredibly high demand – we’re basically looking for former national security professionals with tech sector experience.
Outsourcing this function doesn’t really work either. Think about it – would you want to share your company’s deepest secrets with an external consultant? The GRO needs to live and breathe your business, understanding your history, culture, and strategy to truly grasp what risks you’ll face.
More Than Just Risk Management
Here’s what’s interesting though – this isn’t just about playing defense. A good GRO can actually create business opportunities. Maybe you can operate safely in regions where competitors can’t. Maybe you become the thought leader in risk management that everyone looks up to. The role isn’t just about avoiding disaster – it’s about finding competitive advantages in a chaotic world.
But here’s my question: are companies really ready to invest in this level of strategic risk management? We’re talking about a senior role that requires serious budget and authority. In an economic climate where everyone’s watching costs, will businesses see the value? The evidence suggests they’d better – because the companies that don’t adapt to this new risk reality might not be around to regret it.
