Rusty O’Kelley is a Managing Director, Todd Safferstone is the the Head of Strategy and Excellence, and PJ Neal is the Global Head of Operations at Russell Reynolds Associates. This post is based on a Russell Reynolds memorandum by Mr. O’Kelley, Mr. Safferstone, Mr. Neal, Laura Sanderson, Justus O’Brien, and David Finke.
Recent tariff announcements by the United States—and ensuing trade tensions and market volatility—have triggered waves of both activity and uncertainty in executive suites and boardrooms. Companies are now grappling with policy volatility, inflationary concerns, and geopolitical instability on top of the existing challenges of artificial intelligence and other forms of disruptive innovation, and growing stakeholder pressure on a variety of business and social issues. Significant downturns in the equity markets are only adding to the difficulty.
In a recent interview on CNBC, Delta Airlines CEO Ed Bastian remarked at how “we’re in uncharted, unprecedented, uncertainty,” adding that these pivots were a “self-inflicted situation.” He went on to note that “whether you’re a corporate manager trying to figure out whether you want to step forward on an investment, whether you’re a bond trader in the markets trying to allocate capital, or even as a consumer, I think everything has stalled. So there’s been a freeze. Until we get better clarity […] I think our economy is going to continue to lose steam.”
For global enterprises, the difficulties multiply. Critical issues such as sustainability, diversity, technology, and governance are being viewed and regulated in diametrically opposite manners across markets. Directors and executives in these companies can’t move in any direction without risking backlash from governments and stakeholders in certain regions, but will likely also generate criticism from within for not making potentially unpopular moves that have the support of the workforce.
