Geopolitics has long been seen as a discipline for think tanks, diplomats, or military strategists. But the tectonic shifts in the world order, the increasing complexity of international conflicts, and global disruptions in supply chains, energy, and security have created a new reality: geopolitics has become a strategic factor for companies. And with this development, the responsibility of HR departments is growing. After all, if not HR, who ensures that employees—especially leaders—develop the necessary geopolitical judgment?

Today, top executives must think far beyond balance sheets, markets, and organizational structures. Decisions about investments, partnerships, locations, or even communication strategies are directly influenced by geopolitical dynamics: sanctions, cyber conflicts, territorial tensions, or the emergence of new alliances all shape the business environment. Geopolitical literacy is no longer a “nice to have”; it is a leadership resource, on par with financial or technological expertise. Those who fail to recognize geopolitical risks risk acting blindly in crises or missing critical opportunities.

The connection between geopolitics and business reality is illustrated by three recent examples. The Russian invasion of Ukraine showed how quickly geopolitical conflicts can disrupt business models. European companies faced skyrocketing energy prices, supply chain breakdowns, and massive sanctions packages. Many were forced to abandon their Russia strategies overnight—with major consequences for markets, employment, and reputation. For HR, this meant implementing evacuation and relocation plans for employees in crisis regions, providing psychological support to affected teams, and enabling leaders through scenario training to translate political decisions, such as sanctions, into actionable corporate strategies.

The potential conflict between China and Taiwan would have even more dramatic consequences. Taiwan is the center of global semiconductor production, and any disruption would affect nearly every industry—from automotive to medical technology. Companies would face production stoppages, innovation crises, and new dependencies. Here too, HR plays a central role: early upskilling programs can prepare employees for alternative technologies or production methods, globally distributed remote teams can step in when needed, and leaders must be trained to communicate transparently, credibly, and reassuringly under such scenarios.

Escalating conflicts in the Middle East further highlight the fragility of global energy and trade flows. Blocked sea lanes, such as in the Red Sea, or sudden spikes in oil prices have immediate effects on companies. For HR, this creates responsibilities far beyond administrative routines: travel risk management for business trips to high-risk areas, contingency plans for site closures or evacuations, and intercultural awareness programs to ensure international teams function effectively under geopolitical pressure.

Against this backdrop, it becomes clear that HR can no longer confine itself to managing personnel files and recruitment processes. At its best, HR acts as a strategic partner to corporate leadership—and this is where the geopolitical dimension comes into play through Geopolitical Training and Development. Employees need a foundational understanding of geopolitical developments affecting the company, through internal briefings, digital learning formats, or awareness workshops. Leaders, in turn, need targeted training to simulate geopolitical scenarios, sharpen risk perception, and develop the ability to integrate geopolitical signals into strategic decision-making. Geopolitical competence should also become a fixed criterion in talent and succession management: those steering the company in uncertain times must master this dimension.

Companies that prepare their leaders for geopolitical challenges gain a clear competitive advantage. They become more resilient, make better-informed decisions, and can respond more swiftly and confidently in crises. At the same time, they cultivate a corporate culture that confronts uncertainty constructively rather than ignoring it. For HR, this means that integrating Geopolitical Training and Development into the agenda today makes the company fit for a future that is not less complex, but increasingly unpredictable.

Geopolitics no longer belongs only in foreign policy or the headlines of international media. It belongs in corporate boardrooms—and therefore naturally within the remit of HR leaders. HR is becoming the hub for a competency that determines long-term success in the 21st century: geopolitical knowledge as an integral part of leadership.