Build the geoeconomic capability to compete.
We help boards and executive teams turn geoeconomic dependencies into leverage and resilience, from a first diagnostic to decisions the board can own.
Our work spans defence, energy, logistics, digital infrastructure, advanced manufacturing, critical raw materials, and strategic supply chains.
The regulation is catching up with the risk
The EU is moving to empower the Commission to propose limits on single-supplier dependency under the Critical Raw Materials Act. A revised EU investment screening regulation entered into force in July 2026 and applies from January 2028. The Draghi report placed strategic autonomy at the centre of European competitiveness. Each of these began as a policy debate and is becoming a standard your organisation will be measured against.
What is strategic foresight today becomes compliance tomorrow. Your board will be asked where your critical inputs come from, who owns your key suppliers, and how quickly you could switch if a supply route closed. Companies that have mapped their exposure can answer with evidence. Those that have not will be answering under deadline. We help you move ahead of it rather than scramble behind it.
It named reliance on a few foreign suppliers as a strategic weakness for Europe. The rules that follow act on that diagnosis.
A pending amendment would let the Commission propose limits on single-supplier dependency. Reliance on one non-EU source is already under scrutiny.
The revised EU Foreign Investment Screening Regulation entered into force in July 2026 and applies from January 2028. It also covers investments through EU entities that non-EU owners control. Expect questions on who owns your key suppliers and who invests in you.
These questions reach your board before they become law. We turn foresight into positioning your board can act on.
Six services, one framework
Six services on the ESF Corporate Geoeconomic Framework. Each stands on its own; together they build the capability to see where geoeconomics reaches your business, test what holds, and decide what to do.
Geoeconomic Leadership Programme
In-house, typically one day, for 8 to 25 senior leaders across the executive committee, business units, strategy, finance, regulatory affairs, supply chain and risk.
Read the full descriptionSupply Chain Exposure Assessment
The deep-tier convergence, chokepoints and single points of failure your Tier 1 view cannot show you.
Read the full descriptionGeoeconomic Moat Assessment
How defensible is your position when governments set the terms?
Read the full descriptionGeoeconomic Fitness Test
Do your strategy and key management functions hold across materially different geoeconomic futures?
Read the full descriptionContinuous Monitoring
Keeps a mapped supply base live: alerts when risk shifts at a dependency already mapped for you.
Read the full descriptionStrategic Advisory
High-level guidance that turns geoeconomic shifts into strategic decisions: executive and board briefings, scenario and foresight labs, sector and policy deep dives.
Discuss a decisionThe same framework, applied to screening, due diligence and portfolio strategy: how durable is each company's advantage when governments set the terms, and what can owners do about it?
Geoeconomic Leadership Programme
For leadership teams that want one shared view of the geoeconomic picture, so they spot openings as quickly as threats, before the next crisis forces the issue. In-house, typically one day, for 8 to 25 senior leaders across the executive committee, business units, strategy, finance, regulatory affairs, supply chain and risk.
How it runs
Tailored to your company and sector. Your leaders learn how geoeconomics reshapes competition, map the exposure and the openings across your business functions, then run a simulation: as your own executive team, they test your actual strategy against plausible futures and pitch a playbook back to the room.
What you leave with
A shared framework and a common vocabulary; a first map of where geoeconomics reaches your business; a clearer view of where to defend and where to move.
What your current set-up cannot see
A strategy consultancy, a political-risk advisory and a supply-chain data platform probably already sit in your budget. Few of them connect the big picture to your management functions and supply chains.
The three diagnostics and the Corporate Response Tracker are described in full on the Tools page.
See the Tools pageBring us one question
Not every question fits a structured programme. When you need analysis to support a market entry, to understand the impact of a new EU policy, or senior input on a single geoeconomic decision, ESF's senior team delivers it directly, as a complement to the structured programmes or as a standalone service. Often the simplest way to start working with us.
Bring us your questionFocused, senior-led, bespoke
- Executive and board briefings A tailored session on how geoeconomic shifts bear on your sector and your strategy.
- Scenario and foresight labs Decision-focused workshops that clarify uncertainty, test assumptions and show where your positioning is strong, exposed or open to new moves. For a structured, repeatable version, see the Geoeconomic Fitness Test.
- Sector and policy deep dives Focused analysis of one geography, policy shift or sector, such as energy, critical minerals, finance or critical technology.
Evidence, not opinion
Supply Chain Exposure Assessment
15%
assumed direct China exposure: what the supplier register showed
85%
exposure in the critical input, three tiers upstream
4,703 factories mapped across 2,380 suppliers for a European technology manufacturer. The gap between the two numbers is the exposure no traditional supplier register can show you.
Rated 4.9 out of 5 by Executive MBA participants
The programme builds on a Corporate Geoeconomics curriculum that ESF has delivered many times for Hanken & SSE Executive Education, and also for Aalto University Executive Education.
“Very topical and well-structured. I found the day genuinely eye-opening.”
Scenario stress test, taken to the board
A listed Nordic technology manufacturer asked us to stress-test its management functions against a volatile Asian operating environment. We ran four contingencies, chosen for the company's real vulnerabilities, with the full management team. The findings shaped its regional strategy, and management presented them to its own board.