Geopolitics is no longer just about borders, sanctions, or trade flows. It’s about narratives. Whoever controls a narrative shapes how the world is perceived. “Dependence on China,” “Western decadence,” “Security through self-sufficiency.”These are not neutral descriptions—they are political weapons. They shape headlines, influence investment decisions, and either bolster or destroy a company’s reputation. And any company that believes it is immune is gravely mistaken. Narratives always find their targets.

The uncomfortable truth: every board member is already in the middle of this battle for interpretation, whether they realize it or not. A CEO who casually drops a seemingly harmless remark in an interview can inadvertently validate a geopolitical narrative. Suddenly, the company appears in headlines as a “plaything of an autocrat” or a “profiteer of war.” Trust and credibility, built over years, can vanish in seconds. Underestimating the power of narratives is reckless.

Reading balance sheets, approving strategies, and enforcing compliance is no longer enough. Leadership today requires attention to invisible battlegrounds—narratives are exactly that. They are subtle, persistent, and influential. Ignoring them risks unconsciously adopting them. And once a narrative is adopted, a company loses not just its communicative sovereignty but also its ability to define its own position.

Boards must learn to read narratives like a second language. What interests lie behind an NGO statement? Who benefits if a certain frame dominates the debate? Why is a particular headline being spun now? These are not questions for political scientists alone—they belong in the toolkit of every CEO and board member. If you do not ask them, others will answer for you, often at the company’s expense.

No one expects every board member to become an expert in geopolitical rhetoric. But every board must have access to this expertise—through trained internal communications teams or external advisors who can decode geopolitical signals. This is not optional; it is essential. Anything less is a gamble with the company’s reputation.

The conclusion is simple but stark: geopolitical narratives are not a sideshow—they are a source of power. Those who ignore them are used. Those who understand them can shape outcomes. Boardrooms in the 21st century must cultivate the skill to interpret geopolitical narratives and the judgment to secure the right support. Anything else is naivety. Geopolitical naivety. Dangerous, costly naivety that no board can afford today.