As they prepare for the coming years’ likely trade battles, company leaders — particularly CEOs and boards — need to recognize that uncertainty and volatility won’t be short-term things; they’re becoming features of the global trade system. To thrive in this kind of environment, leaders need to be opportunistic and strategic at the same time: quick to see a threat or seize on an opening, but also long-term smart about industry trends and competitive dynamics. It’s not easy, but the alternative is to be stuck a step behind. Leadership teams need to craft a five-part response, which includes three immediate actions and two longer-term initiatives.
