Geopolitical conflict has long been a business risk for multinational organizations. In a world of globally distributed teams and cross-border operations, conflict abroad can create legal, practical and reputational challenges. Conflict abroad should not be viewed solely as an external geopolitical development. It should also be understood as a people risk that requires planning, coordination and careful decision-making across risk, HR, legal and leadership teams.
In his latest article for Risk Management, Daniel Stander explores how risk professionals can limit international conflict's effects on their businesses. Read the full article here.
