Going global in 2026 has a new set of challenges for SMEs

The dream of global expansion has fundamentally shifted. That "low-cost, high-speed" playbook of the past decade has been replaced by one with a focus on the "high-resilience, high-compliance" reality. For small and medium-sized enterprises (SMEs), the barriers to entry are no longer limited to finding a distributor of a local salesperson; those barriers include navigating a fragmented geopolitical landscape and meeting rigorous new digital and ethical standards.

Case Study: Apple Tree Partners and Rigmora Holdings

The bankruptcies of four biotech companies are a tragedy of governance as much as finance. They remind us that in the venture ecosystem, the stability of a startup is only as strong as the weakest link in the chain of capital. For the next generation of founders, "knowing your investor" must include knowing who is investing in them.

BoD, corporate governance, risk, sagaciousthinkLouAnn ConnerJanuary 18, 2026#risk, VC, funding, funding risk, #corporategovernance, board of directorsComment

Case Study: Hilton's Response to Their Franchise

There are lessons to be considered in Hilton’s response to one of their franchisees' refusals to serve federal agents earlier this month in Minnesota.

Background: A franchise property (under the Hilton/Hampton brand) gained media attention when it was reported that it canceled reservations for federal government employees tied to the recent anti-immigration efforts. Hilton quickly stripped the hotel of its branding for refusing service to federal agents.

For leaders of Small and Medium Enterprises (SMEs), this is not just a "big brand" problem. It is a cautionary tale about how decentralized operations can create reputational issues that need to be swiftly addressed.

Governance Overview for both Board and Management, vol. 7

This week reinforces that boards are being evaluated less on intent and more on demonstrable governance discipline - independence, documented process, and evidence that the board is actively engaged.

Weekly Governance Overview & Key Takeaways

Governance is moving from “compliance and disclosure” to “demonstrable judgment and process.”

Across regions and topics this week, the signal is consistent:
Boards and leadership teams are no longer evaluated primarily on what they say or disclose — but on how decisions are made, challenged, documented, and governed.

Whether the issue is proxy advisors, executive pay, AI adoption, ESG reporting, or board composition, regulators, courts, investors, and stakeholders are converging on one expectation: