Since I was born in the 1970s, globalization has been a central theme in business conversations. A once-dominant concept, it is now being reshaped into a new version of itself.

This prevailing model is being redefined by new paradigms—where protectionism, market fragmentation, and increased government intervention are reshaping how companies and brands operate.

This new environment presents significant challenges in public affairs, risk management, and crisis response—especially for companies that rely heavily on international market stability. Political decisions, trade tensions in the post-Trump era, and shifts in public perception can deeply affect a brand’s ability to expand, gain consumer trust, and remain competitive.

Economic nationalism is gaining unusual strength. Trade wars and new barriers to commerce have placed companies at a crossroads.

Beyond operational concerns, the reputational impact and the need for crisis management have become central to the strategy of any brand with an international footprint.

Companies now face a broader set of expectations: it’s no longer just about product quality or service excellence. They must also align with the national interests of the countries in which they operate, while navigating how their strategic decisions are publicly perceived.

In recent weeks, more and more countries have implemented restrictions to protect their local industries—erecting new barriers to entry for foreign companies and prioritizing domestic production.

This not only creates commercial challenges, but also raises questions about how brands should position themselves in markets where they may be viewed as foreign competitors rather than partners in economic development. In this climate, corporate diplomacy and effective public affairs management become essential tools for survival and growth.

In this context, brands have two options. They can cling to their traditional expansion models and face increasingly hostile environments—or they can adapt to this new reality and rethink their strategies for operating in more closed markets. Those that understand the importance of reputational adaptation, proactive crisis management, and building strong relationships with key stakeholders will be the ones that emerge stronger from this paradigm shift.

Companies must strengthen their ties with governments, international organizations, and business associations in order to anticipate regulatory changes and take part in shaping the new rules of global trade.

Globalization as we knew it is undergoing a transformation. The challenge for brands is not only to adjust their commercial strategies, but to redefine their narrative and purpose in a world where public perception and government intervention are increasingly decisive in determining their success—or failure.