Esko Oja, the MU Team Director responsible for Finland, was interviewed for Helsingin Sanomat↗ and put forward the main argument that the recent recruitment of diplomats and ambassadors into Finnish listed companies should not be seen simply as a wave of diplomats moving into business, but as evidence that leadership requirements themselves are changing. As Esko Oja puts it, “What companies are now looking for and selecting are leaders who have the ability to operate in this new environment.”
In this summary Esko, and MU CEO Richard Moore, reflect on the article insights and their implications for Boards and Executives.
In Finland, companies such as Nokia and Neste have brought former diplomats and ambassadors into senior roles connected to geopolitics, stakeholder relations and public affairs. The broader significance lies not only in the profile of these hires, but in what they reveal about the capabilities now expected from leaders in a more uncertain and politically shaped business environment.
Richard adds a global dimension to the article: “The knowledge and skill developed by a career in international politics becomes more important than ever, all around the world. In our Leadership Navigator 2026 report this was clear. Even if each client and country has unique challenges, after managing AI coping with Geopolitics was the a main issue on leader’s minds.”
We can see a clear shift from the leadership priorities of only a few years ago. Executive search had previously focused heavily on transformation, sustainability and digitalisation. Today, companies are placing greater emphasis on leaders who can interpret geopolitical developments, manage more complex external relationships, and make sound judgements about where a company can operate and how quickly plans may need to change.
As a result, leadership expectations increasingly include:
As Esko noted in the interview, companies are no longer approaching every large market with the same confidence as before. Strategy cycles are becoming shorter, and leaders need to respond rapidly when tariffs, export restrictions or shifting regional blocs disrupt established assumptions.
The article also points out that this need for geopolitical capability extends beyond large multinational corporations. Smaller firms, public-sector organisations and companies connected to sensitive supply chains or the defence ecosystem are also being affected. In many cases, this competence may not appear under a clearly labelled “geopolitics” role, but instead as part of broader requirements in areas such as IT and AI, cybersecurity, strategy, public affairs or cross-functional executive leadership.
Richard adds: “Today, leadership roles are more complex and the context changes faster. The trend is of course not limited to Finland."
The article refers to examples in global technology, energy, aviation and financial services, where organisations have strengthened their geopolitical capability either through appointments or dedicated units. It also suggests that Finnish businesses may in some respects be ahead of others in Europe, because Finland’s geographic position and NATO membership have forced both companies and the state to react more quickly to security-related issues.
Another point raised is that companies are often discreet about these hires. Some organisations build this capability through advisers rather than public appointments, while others prefer not to discuss the issue openly because of the sensitivity of topics such as defence, major-power relations and confidential cooperation with public authorities.
The article also places this development in a wider economic and political context. Trade-promotion delegations have grown significantly, and political leadership is now more visibly involved in business relationships and international market access. This reflects a broader shift in which the rules of the global economy are no longer shaped only by open-market logic, but increasingly by state interests, security concerns, trade restrictions and technological dependencies. Richard comments "From AI sovereignty to supply chain control and resilience, organisations large and small enter a new geopolitical reality. They will need leaders and Board able to navigate the challenges and opportunities this will bring".
Esko reflects "This means companies must now think more carefully about who they can cooperate with, which technologies or materials they depend on, and how exposed they are to sudden policy changes in key markets. Geopolitical understanding is therefore moving from a niche concern into a mainstream leadership requirement."
As Richard sums up: “In the public and private sector organisations large and small start to build up knowledge and skills about international politics. What was once a rarer specialism is becoming a mainstream concern for business around the globe”.
Original source: https://www.hs.fi/visio/art-2000011933829.html↗