Article: Advising clients in an age of instability Written by Ian Wylie Wednesday 26 November 2025 Share Share to LinkedIn Share to Facebook Share via email For independent management consultants, navigating geopolitical uncertainty is no longer a peripheral skill – it’s an essential one From wars and sanctions to trade fragmentation and energy insecurity, the forces shaping global business today are deeply political. So, how should independent management consultants help their clients prepare? Keep up with the news At the heart of effective geopolitical advisory work is knowledge. “At the most basic level, I would encourage consultants to simply be as well read as possible,” says Dr Judith Jacob, who leads the geopolitical risk and security practice at investigations and intelligence firm Forward Global. That means keeping up with political and economic developments, not only in clients’ home markets, but also in their supply chains and growth regions. “Reading widely, and knowing the history of the areas in which they operate, is the key to a solid foundation in understanding the geopolitical risks that might arise.” Yet being well informed is only the start. Judith argues that consultants should take a structured approach to assessing how political events could affect a client’s business. She recommends using “planning frameworks”: looking at conflicts, regulatory shifts, elections and sanctions, then assessing how they could impact a supply chain, operations or longer-term strategic objectives. Are you Chartered? The Chartered Management Consultant (ChMC) accreditation is the highest status you can achieve in the management consulting profession. Find out more In other words, consultants need to translate political change into business consequences. Where might costs rise, contracts be disrupted or reputations suffer? Know when to call in the experts Judith is candid about the limits of a generalist consultant’s expertise. “I would call in the experts when you require someone to stress-test your scenarios ahead of a major M&A deal, or when you require in-depth knowledge about a market.” Some risks, she explains, are “highly complex or regionally nuanced, or perhaps the political environment is opaque – and reading The Economist won’t cut it”. For independent consultants, this is pragmatic rather than self-serving advice. Outsourcing scenario modelling or risk assessments can save time and strengthen credibility, particularly when working on large transactions or volatile markets. “It’s less time-consuming to let experts do the scenario creation or modelling when you do not necessarily have the in-house expertise or require more than a generalist,” she says. Break down silos Even the best analysis, however, can fail if it is not integrated across a client’s organisation. Keep reading: three more insights Login or register below for Free Instant Access Login If you are already registered as a CMI Friend, Subscriber or Member, just login to view this article. Confirm your registration Login below to confirm your details and access this article. Sign in with email Email remember me remember Forget? Please confirm that you want to switch off the "Sign in with email" remember me feature. Yes No Register for Free Access Not yet a Member, Subscriber or Friend? Register as a CMI Friend for free, and get access to this and many other exclusive resources, as well as weekly updates straight to your inbox. You have successfully registered As a CMI Friend, you now have access to whole range of CMI Friendship benefits. Please login to the left to confirm your registration and access the article. Article Our extensive range of articles are designed to keep you in the loop with all the latest management and leadership best practice, research and news. Members See More CMI Members have access to thousands of online learning and CPD resources. Learn more about our membership benefits Join The Community CMI offers a variety of flexible membership solutions, tailored to your needs. Find out more and get involved in the CMI community today.
