Alignment, Adaptation and Authenticity: Seven Principles for Action for C-Suites and Boards 

Pamela Passman is APCO’s global chair of corporate advisory. 

Reflecting on the first 100 days of the second Trump presidency, companies and institutions still face tremendous uncertainty. The administration appears intent on reimagining the international trading system by changing how U.S. institutions, alliances and norms operate inside of the United States and around the world—the reordering of America’s role in the world. 

C-Suites and boards are having to rethink core business strategies in light of this changing geopolitical order and asking the right questions of their management teams: What are we doing to prepare in case we need to engage with the administration, and other key stakeholders, proactively or reactively? 

Most sectors—irrespective of the importance of government procurement to their business—remain in the spotlight. A plant in one state, a sourcing decision abroad, or a marketing campaign perceived as misaligned with the Trump administration’s “America First” priorities can trigger reputational and regulatory consequences. 

As we work alongside organizations navigating this change, there are three imperatives and seven principles for action that we use:  

Seek Alignment  

• Gather intelligence. That starts with answering some simple, but important questions: Where do you operate? What is your impact? What are the political winds in those markets? What are the relationships that need to be formed/nurtured? In many ways, companies with issues management functions have embedded processes and a foundation of information that provides a head start. 

• Manage the map. Global companies need to look beyond the United States and understand expectations in other geographies. This includes the states, which remain powerful stakeholders that possess the authority to approve, block or slow investments and are the breeding grounds for future political leadership. Governors and mayors can be great champions. 

• Protect your interests. and understand key audiences.  Consider corporate priorities and decisions through an “America First” lens and identify ways to demonstrate alignment. This also needs to be done while balancing expectations of multiple stakeholders in different geographies.   

Embrace Adaptation 

• Be bold in imagining what might be possible. The new administration is unconstrained by past precedent and bureaucratic hurdles, is willing to move fast, and believes deeply in the power and value of the private sector. It is open for business. 

• Reconfigure and transform your organization to meet the moment. You may need new operating structures and roles and responsibilities, to move from what was a global strategy to multi-local approaches. You may need to find a new balance between employee interests and investor expectations. From a corporate responsibility perspective, do fewer things that are most important to your company that will have a visible and profound impact. 

• Prepare. Prepare. Prepare. Strenghen new organizational muscles to help you anticipate, prepare and respond with greater agility. Scenario planning, decision protocols and crisis procedures are crucial foundations all organizations should fortify.  

Remain Authentic  

• Stay rooted in your values. Authenticity remains a vital tenet of trusted and enduring organizations. They should offer a framework to balance competing stakeholder expectations and should not be sacrificed in pursuit of short-term wins.  

In the current climate there is a predisposition to hunker down and keep quiet. However, leaders need to assess what is best for their company to address stakeholder concerns. Tell your story, emphasize messages that resonate across party lines and identify trusted messengers who can reinforce your position.