Embracing Global Uncertainty in the 21st Century

FULL-DAY STRATEGY RETREAT

View the program brochure here

When global disruption hits, does your board have a playbook or just good intentions?

In today’s environment, global risk is no longer episodic or abstract. Geopolitical shifts, economic fragmentation, supply chain chokepoints, AI disruption, and regulatory volatility are reshaping strategy faster than traditional board tools can keep up. Yet many boards still struggle to translate headlines into concrete governance decisions that protect value and create advantage.

NACD New England, in partnership with the Fletcher School at Tufts University, invites you to join a highly focused Global Strategy Retreat designed specifically for board directors whose companies are affected by global forces. This in-person program moves beyond briefings and theory. Through board-level frameworks, real-world cases, and simulations, directors will learn how to integrate geopolitical, geo-economic, and geotechnological risk into strategy, capital allocation, and committee oversight. The retreat begins with a working dinner on March 30, followed by a full day of programming on March 31 at The Fletcher School.

Participants will leave with practical tools, sharper questions for management, and a clear roadmap for strengthening board oversight over the next 12–18 months. This program is intentionally limited to a small cohort to ensure substantive peer exchange and applied learning. If your board is accountable for long-term value in a volatile global environment, this is a conversation you should not miss.

This full-day leadership retreat begins with a working dinner on the night of Monday, March 30. 

The program agenda is still being finalized, so start and end times are tentative and subject to change.

Who Should Attend?

Board Directors and CEOs of both public and private companies impacted by rapid shifts in geopolitics and global technology.

REGISTER

By the end of the program, participants will be able to:

• Reframe intersecting global risks as sources of strategic advantage, not just resilience 
• Apply a practical three-domain risk lens across geopolitics, geoeconomics, and geotechnology to strategy and capital allocation decisions 
• Identify critical chokepoints and exposures across supply chains, financial flows, and technology dependencies, and clarify where board oversight matters most
• Use stress testing to inform pre-crisis decisions, escalation protocols, and management reporting 
• Integrate global risk into board and committee agendas, including risk, audit, strategy, and sustainability discussions 
• Develop clear perspectives to support a 12–18 month board-level action plan following the program

In Partnership With