Technology supply chains are the new geography of power. Most boardrooms haven't updated their maps.

The semiconductor is the new oil. Control over chip fabrication, rare earth minerals, and AI training infrastructure now shapes geopolitical power as decisively as control over fossil fuels did in the twentieth century. Yet most corporate strategy still treats geopolitics as an external risk to be monitored, not a structural force to be incorporated into core planning.

The US-China technology decoupling is not a temporary trade dispute. It is a structural realignment of the global technology ecosystem into competing spheres of influence. Companies that depend on supply chains spanning both spheres face a fundamental strategic choice — one that will define their competitive position for decades.

Meanwhile, the EU is attempting to chart a third path: technological sovereignty without autarky. The success or failure of this project will determine whether Europe remains a first-tier technology economy or becomes a regulated consumer of others’ innovations.

For multinational firms, these shifts demand a new kind of strategic intelligence — one that integrates technology trajectories with geopolitical dynamics. Where are the chokepoints? Which dependencies are becoming liabilities? How do you build resilience without sacrificing efficiency?

I help leadership teams navigate this landscape — not with geopolitical punditry, but with analytical frameworks that connect technology trends to strategic decisions.

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This is the perspective Azeem brings to sessions on global strategy and technology risk. Begin a conversation.