Running a global company is a coordination challenge; in practice, it’s also a power imbalance. In many multinational organizations, the biggest factor shaping strategy isn’t market insight or expertise—it’s proximity to headquarters. Decisions get framed, debated, and often finalized by the people who happen to be awake and in the room, while equally senior leaders elsewhere wake up to outcomes they had no chance to influence. Over time, this HQ‑satellite dynamic quietly distorts priorities, sidelines regional expertise, and leaves global leaders managing the consequences of decisions they weren’t part of making.
