Business leaders should not become geopoliticians, but they must integrate geopolitical expertise into their economic decisions. Companies, especially the largest and most integrated into global systems, must continuously adapt so that their managers can make informed and appropriate decisions. This information should not only reflect current economic conditions but also consider major geopolitical trends, as these trends significantly influence economic processes. Chief Geopolitical Officer. Agir en entrepreneur, penser en géopoliticien, a recent book by Cyrille Bret, Laurent Célérier, and Florent Parmentier published by Valeurs ajoutées editions, addresses how to identify, collect, classify, and interpret relevant geopolitical information. The current situation demands a serious reassessment of how companies operate. Traditional tools for strategic monitoring and risk management are no longer sufficient, as companies now face new geopolitical needs that require a more sophisticated approach. These needs are fundamentally different from those of previous decades. It is no longer just about monitoring the political environment or managing country risks; instead, companies require an operational geopolitical intelligence that can guide strategic decisions and uncover opportunities. One of the main needs is the appropriate selection of information. This includes everything from weak signals and official communiqués to developing regulations and speeches by political candidates. In a world where thousands of events occur daily, companies need information that is directly relevant to their sectors, competitors, markets, and regulations. Simply collecting raw information, even using advanced AI-powered search engines, is not enough. Companies require targeted and actionable briefs on short- and medium-term geopolitical developments that affect their operations. AI tools offer significant potential in terms of speed, selectivity, relevance, and cost. However, producing relevant, qualified, and contextualized information requires both automated research tools and human analysis. AI can collect, select, verify, and synthesize data, but it is the company's geopolitical analysts who must transform this data into meaningful information and recommendations. In regulated industries like pharmaceuticals and insurance, companies monitor legal developments in the states where they operate. While they have traditionally relied on specialized agencies, the goal now is to automate the search for relevant texts, messages, and speeches that indicate regulatory changes. Despite the potential of AI, the interpretation of information remains a complex task. For example, a post by Donald Trump on Truth Social may not provide a clear indication of regulatory developments on its own. While search engines, editorial teams, and consultancies can collect and select information, it is up to the company's management to apply this information in a personalized and relevant manner. Companies need new talents, external expertise, and trained personnel to make this information operational. Companies also need operational geopolitical advice to navigate geopolitical challenges. While the flow of information can be selective and relevant, it remains descriptive rather than prescriptive. Companies require concrete suggestions to protect themselves from geopolitical shocks, adapt their products, and take advantage of strategic opportunities. This need for operational analysis goes beyond the capabilities of traditional strategy or risk departments. These teams are trained to assess individual risks, but they rarely connect these risks or translate them into business decisions. AI can help identify precedents, but it cannot yet provide qualified forecasts or innovative recommendations—this remains the responsibility of company managers. As more states develop and use international sanctions, companies need to understand the types of sanctions, their targets, and affected sectors. They also need guidance on how to anticipate, react to, and mitigate the impact of these sanctions. There is an increasing need for strategic training to develop a geopolitical culture that can anticipate risks, interpret weak signals, and prepare teams for an unstable international environment. What companies need today is the ability to forecast medium-term developments. Contemporary geopolitics often appears chaotic because it is viewed by laypeople or analyzed without predictive methods. Geopolitical scenario planning helps strategic decision-making by constructing coherent possible futures rather than predicting a single outcome. Companies need structured geopolitical foresight, not intuitive futurology. The goal is not to predict the future but to map plausible scenarios and understand their implications for the company. Recognizing these needs and acknowledging that traditional solutions are insufficient is essential for any company aiming to be geopolitically aware. Most companies have relied on a basic, external, and approximate geopolitical understanding, except for a few exceptions. From the end of the Cold War to the 1990s, companies operated primarily within an economic logic. Today, they need to update their approach, as they can no longer rely on a basic geopolitical culture. There is a growing need for professionalizing geopolitical expertise within companies. This does not mean that business leaders should become geopoliticians or that every company should function as a research center. The primary goal is for companies to develop their own expertise internally. Risk managers remain relevant but need to adapt to new roles. Professionalizing corporate geopolitics means making it operational: conducting rigorous analyses focused on the company’s activities, sector, and nature, then taking entrepreneurial actions with a clear understanding of the geopolitical environment. Companies should not resign themselves to the changing global landscape but should take its implications seriously, as it affects their operations and prosperity. They are not witnessing the end of globalization but entering a new phase that is more political than economic.